Taking a case study approach, critically assess the global strategy of a multinational corporation (MNC) of your choice. Using theoretical models studied in this module, analyse the MNC’s competitive positioning
INDIVIDUAL ASSIGNMENT
Coursework Brief
Taking a case study approach, critically assess the global strategy of a multinational corporation (MNC) of your choice. Using theoretical models studied in this module, analyse the MNC’s competitive positioning and international expansion strategies. Evaluate the MNC’s success in different global markets, considering its adaptation to local contexts. Additionally, discuss how emerging trends in technology and sustainability impact the MNC’s global strategy. Finally, propose recommendations for enhancing the MNC’s competitive advantage and global performance, using insights from the theoretical models.
a)Completed assignments must be submitted in Word format via the Turnitin Dropbox in your Blackboard Course Area by the specified date and time outlined in the Key Assessment Information Table above.
b)All submitted assignments should have the file name:
i)"SurnameFirstNameBNumber"
ii)e.g. BrownJohnB00001234_AssignmentOne.
Coursework 1 – FEEDBACK
Written feedback on the assessment will be provided via Blackboard with 21 day
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Coursework 1 – ASSESSMENT RUBRIC/MARKING PROFORMA
| Excellent 70 – 100 | Very Good 60 – 69 | Good 50 – 59 | Poor (fail) 45-49 | Fail 0-44 |
Knowledge
Knowledge and understanding 20% | Exceptional knowledge and understanding of relevant, complex principles and concepts and the development and advancement of ideas and practice | Wide knowledge and depth of understanding of importance principles and concepts and the development of ideas and practice. | Appropriate knowledge and depth of understanding of key principles and concepts with some understanding of their relevance to and development in practice. | Basic knowledge and depth of understanding of key principles and concepts with only a very basic understanding of their relevance to and/or development in practice.
| Very limited/superficial knowledge and depth of understanding of key principles and concepts with very basic understanding of their relevance to and/or development in practice displayed |
Application
Evidence of application of theoretical models/concepts 30% | Excellent identification and advanced application of theoretical concepts or models informed and critically analysed extensively by current research and practice in this area.
| Very good identification and application of theoretical concepts or models informed and analysed by current research and practice in this area. | Good identification and application of theoretical concepts or models with some link to research in this area. | Occasional identification and application of theoretical concepts or models. | Limited identification and application of theoretical concepts or models |
Analysis Analysis and interpretation 25% | Critical insightful evaluation and synthesis of a wide range of views, issues and complex information which demonstrates a highly original and reflective approach. | Critical evaluation and synthesis of a wide range of views, issues and complex information which demonstrates an original and reflective approach. | Some critical evaluation and synthesis of key issues and material. | Some basic evaluation and synthesis of pertinent issues and information. Lacks originality and/or reflection. | Very limited evaluation. Mainly description of key issues and information. Lacks originality and reflection. |
Reading Reading, referencing, bibliography/reference list 15% | Extensive evidence of integrating high quality and relevant supplementary sources. Outstanding citations, referencing and bibliography in accordance with Harvard guidelines. | Evidence of extensive reading of supplementary sources. Comprehensive citations, referencing and bibliography in adherence to the Harvard guidelines. | Evidence of reading of supplementary sources. Adequate citations, referencing and bibliography mainly in accordance with the Harvard guidelines | Limited evidence of supplementary reading. Citations, referencing and bibliography limited and not in adherence to the Harvard guidelines. | Minimal/limited evidence of additional reading. Inadequate citation, referencing and bibliography. |
Structure Presentation, structure, grammar, and spelling 10% | Outstanding well-directed presentation, logically and coherently structured, sophisticated style adopted. Correct grammar and spelling throughout. | Excellent presentation, logically structured and a coherent style adopted. Mainly correct grammar and spelling. | Acceptable presentation, clear orderly structure and coherent style used. Acceptable grammar and spelling. | Adequate presentation and structure, very basic style. Errors in grammar and spelling. | Poor/inadequate presentation and structure. Basic approach adopted. Errors in grammar and spelling. |
Summary of Learning Activities
| Learning Activities: Week 1-12 | Indicative Weekly Hours | Total Hours (150 hours) |
| Lecture and Class Activities | 2 hours | 24 |
| Seminar or Seminar Activities | 1 hour | 12 |
| Other, Directed Learning Activities | 3 hours | 36 |
| Independent Study: Week 1-15 | Indicative Guide | |
| Assigned Reading and Note-taking | 2 hours | 30 |
| Assessment Activities and Seminar Preparation | 3.5 hours | 52 |
The teaching and learning plan provides a more detailed overview of content on a weekly basis.
Module delivery will typically consist of a two-hour lecture and a one-hour Seminar although format may vary slightly between weeks/sessions.
Seminars – please refer to the teaching and learning plan below for the seminar topic. Attendance at seminars is most important and therefore will be monitored.
Teaching and Learning Plan
The teaching plan/order of weekly topics is subject to change. The list below provides an outline summary of weekly activities and further information is available on BBL in the relevant week’s folder. Students will be expected to engage in all prescribed activities that contribute towards final assessment.
Week/L&T Methods | Curriculum Content/Topic Title |
Week 1 Lecture
| Introduction to Global Strategy, Development and Implementation – Module Overview • Introduction to students, staff and module • Understand the teaching and assessment requirements to successfully complete the Global Strategy, Development and Implementation Module over the next 12 weeks • Reflect on your previous knowledge of business strategy • Consider what business strategy means in an international context • Identify a multinational corporation and review its corporate plan |
Week 2 Lecture
| Globalisation • Explain the concept of globalisation • Describe the changes which have taken place in the global business environment in the last century • Describe the effects of globalisation on markets and production • Describe the institutions that support globalisation • Explain how technology and innovation in transportation support globalisation • Discuss pros and cons of globalisation and its effects on developing nations |
Week 3 Lecture
| The Global Environment Explain the different political, economic and legal systems • Illustrate the implications of these systems for international business • Outline the determinants of economic development • Discuss the relationship between democracy and development • Explain the significance of national cultures and subcultures within nations • Evaluate the cultural role of religion and its influence on the practice of business |
Week 4 Lecture
| Global Strategy and Sources of Competitive Advantage • Define the components of new trade theory • Describe the implication of new trade theory for business and government • Discuss and apply the theory of National competitive advantage • Explain the basis for strategic trade policy |
Week 5 Lecture
| International Strategy Formulation • Understand the meaning of strategy for firms within an international context. • Suggest the reasons why firms may decide to enter international business. • Discuss the important of value creation within an international context. • Identify the benefits from international strategies • Outline the basic strategies undertaken by MNEs, and specifically focus on how they relate to the needs for local responsiveness and cost minimization |
Week 6 Lecture
| Strategic Initiatives for Global Growth • Evaluate the criteria that firms use to select foreign markets for international growth. • Outline the importance of timing of entry and scale of entry for the firm. • Define and list the advantages and disadvantages of the six market entry modes. • Define and describe the benefits and challenges associated with acquisitions versus Greenfield ventures • Analyse the benefits and challenges of strategic alliances |
Week 7 Lecture
| International Strategy Implementation • Discuss the complexity and identify the challenges associated with strategy implementation; • Understand the importance of staff communications in strategy implementation; • Identify the linkages between strategy implementation and organisational structure; • Evaluate four stages of corporate development; • Explain the role of business re-engineering in strategy implementation; • Analyse the implications for international business when implementing strategy. |
Week 8 Lecture
| International Strategy for MNCs • Discuss the selection of an optimal manufacturing location based on country factors, technological factors and product factors • Illustrate the advantages, disadvantages, and problems associated with coordinating a tightly linked global manufacturing system • Examine how some market segments transcend national borders, while in other situations the structure of market segments differs significantly across countries. • Understand the factors that cause firms to alter the marketing mix across countries. • Discuss issues related to the location of R&D facilities and linking marketing and R&D in new product development • Identify the issues and problems with expatriate staffing and highlight guidelines relating to the performance appraisal of expatriates • Suggest some actions for managerial training and development for international firms |
Week 9 Lecture
| Strategic Integration and Management of MNCs • Identify the different kinds of organisational structures and internal control mechanisms that international businesses can use to manage global operations • Discuss the advantages and disadvantages of centralised and decentralised decision systems. • Present the basic types of organisational forms that multinational firms use. • Describe the control systems and integrating mechanisms available to multinational firms • Evaluate organisational architecture, control systems, integrating systems, and decision-making choices multinational firms and their linkages with their strategy and industry environment |
Week 10 Lecture
| International Strategy: evaluation, control, monitoring and control in MNCs • Discuss the importance of evaluation and control within an MNC • Illustrate and describe the evaluation and control process • Identify at least eight methods employed to measure performance of firms • Discuss how non quantifiable measures can lead to organisational success • Highlight how firms can overcome international challenges of control • Recommend guidelines on how firms should ensure proper control within their organisa |
