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International Business / Global Strategy
2,500 words
Global Business (NBS-7088X) — Summative Report: Home-Country Institutions and Culture in an Emerging-Market MNE's CSR, Structure and Foreign Entry Strategy
This Level 7 summative report answers a single contested question: in 2026, do a multinational enterprise's home-country formal institutions and culture still carry real implications for how it behaves abroad? The analysis is written from the position of a regional executive or international business analyst advising on the institutional environment facing a chosen firm, and it is deliberately argumentative rather than descriptive — the brief rewards a position taken and defended. One MNE is selected under firm constraints: its home country must be an emerging or developing economy and its host country an advanced one, which puts institutional distance at the centre of the case. That asymmetry matters, because the firm is carrying the governance norms, regulatory habits and cultural expectations of a weaker-institution origin into a market with stronger and differently configured rules. The report then works through three domains. On corporate social responsibility, it examines how home-country regulation, enforcement capacity and societal expectation shaped the firm's CSR orientation, and whether what it does in the host market reflects genuine institutional transmission or adaptation to host pressure — distinguishing substantive practice from legitimacy-seeking signalling. On organisational structure, it analyses how home-country ownership patterns, family or state involvement, hierarchy norms and control preferences shaped the configuration of subsidiaries, the degree of autonomy granted, and where real decision rights sit. On foreign entry strategy, both components demanded by the brief are examined: the entry mode selected — acquisition, greenfield, joint venture or alliance — with the institutional and cultural reasoning behind that choice, and the broader internationalisation strategy, assessed through the established frameworks of global, multidomestic, international and transnational orientation. Each domain closes with the critical turn the brief specifically requires: whether the conclusion reached actually generalises to all firms originating from that same home country. At least one further company example from the same origin is introduced to test the claim, and in practice this is where the strongest marks lie, since firm-level variation in ownership, sector and international experience frequently cuts against a purely institutional explanation. Theory is applied throughout rather than recited, drawing on institutional theory, cultural distance frameworks and the emerging-market multinational literature, supported by academic sources alongside company filings and credible market reporting. The submission carries an executive summary that stands alone as a condensed account of findings and conclusions, follows the prescribed formatting, and places supporting material in unmarked appendices.
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2,000 words
Internationalisation and Global Expansion Plan for a Small or Medium-Sized Enterprise
This assessment is an individual report that requires students to develop a plan for taking a small or medium-sized enterprise, family firm, or new start-up into a global market. Students may create their own start-up business plan or select an existing SME or family business from any country, but the chosen organisation must be a small or medium-sized firm and must be different from the business idea submitted for Assignment 1. The report focuses on developing a practical internationalisation strategy that explains how the selected firm can enter, compete and grow in a new international market. The report begins by establishing the background of the selected firm and its contextual environment. Students should identify whether the organisation is a new start-up or an existing firm, provide relevant information about its country, explain its business type and consider operational or resource challenges. Where a start-up is selected, students should identify potential resource scarcity and explain how these challenges could be overcome. The report then introduces the firm's products or services and explains the value proposition and reasons why customers should purchase them. A feasibility analysis is required to demonstrate how the business opportunity or market gap was identified. Students must use the relevant Week 6 teaching resources to explain the feasibility of the proposed product or service and its potential within the firm's home market. The report then develops an internationalisation strategy, using the specified Week 5 and Weeks 8–10 teaching resources. This includes selecting and justifying the target international market, evaluating appropriate market entry strategies, explaining the proposed innovation, developing a new product or service for the target market and applying relevant innovation models. The internationalisation chapter also requires students to consider how the firm will manage and expand in the selected market, including the use of networks, competitors and competitive strategies. Students must develop a marketing approach for the new market, identify the target customer segment and explain how innovative promotion and advertising methods will be used. Relevant theories and frameworks, including Porter’s Five Forces, PESTEL and Embeddedness, should be applied to the selected firm and its context with suitable examples. Further sections address funding and finance, intellectual property and the wider impacts of the firm. Students must explain how the international expansion will be funded, including potential sources such as angel investors, venture capital and crowdfunding, with estimated funding amounts. The report should also explain how intellectual property will be protected in the new market and evaluate potential social, economic and community impacts. The final section is a personal reflection using Gibbs' Reflective Cycle. Students should reflect on their learning throughout the module, including relevant case studies discussed during tutorials, difficulties encountered, lessons learned and steps for improving future learning and performance. The report must use reliable sources and Harvard referencing, with relevant graphs and tables encouraged to improve clarity and presentation.
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Strategy and Innovation
Strategic Analysis and Innovation Strategy for a UK Organisation
This postgraduate Strategy and Innovation assessment requires students to conduct a detailed strategic analysis of an allocated organisation and present the findings through a series of professionally designed information dashboards. The purpose of the analysis is to establish the organisation's current strategic position and use the resulting evidence to recommend an appropriate and justifiable innovation strategy. The work is expected to demonstrate master's-level evaluation, interpretation and synthesis rather than descriptive or checklist-based analysis. The first major analytical area concerns the organisation's external environment. Students evaluate the broader business environment, analyse the firm's industry and undertake competitor analysis, including consideration of the organisation's strategic group. Analysis should concentrate on the most consequential environmental factors and integrate general and industry-level evidence rather than simply listing factors. Competitor evaluation can examine issues such as products and services, market commonality, positioning, distinctive value propositions, first-mover advantage and breakthrough innovation. The internal analysis examines the firm's resources, capabilities and sources of competitive advantage. Appropriate analytical techniques should be used to assess competitive resources and key capabilities, with the internal value chain helping to identify factors capable of supporting competitive advantage. Students must also evaluate the organisation's business-level strategy and consider whether its resources and capabilities support its competitive positioning. Corporate-level analysis considers the firm's degree of diversification, internationalisation strategy, growth through acquisitions, mergers or organic development, and any cooperative strategies. These elements should be evaluated against the organisation's capabilities, resources and competitive context. The analysis concludes by interpreting the evidence to establish the firm's overall strategic position and recommending an innovation strategy or approach to innovation. Presentation quality is also important: the report should use an effective combination of text, charts, diagrams and other graphical forms, with professional formatting and accurate referencing. Overview word count: approximately 330 words.
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