BUSI1271 Global Strategy: Analysis and Practice Individual Report Guidance | UoG

BUSI1271 Specially Prepared For

MA International Business – September 2025 Intake Students

(also relevant for part-time students who take this module this year)

This guidance is designed to support you in completing the Individual Report by providing structure, examples, and best practices. As one of the strongest cohorts in the MA International Business program, we believe you will excel in this module and set high standards of academic achievement.

Usage Note

• This sample document is provided solely as guidance for the BUSI1271 Global Strategy Analysis and Practice Individual Report.
• It is important to clarify the following points:
• The examples in different sections are adapted from previous students’ work on different companies (e.g., Apple, Amazon, Johnson & Johnson, Tesla). These have been substantially rewritten and modified to fit the current guidance. They are combined here into a single sample report purely for illustrative purposes.
• Actual assignment requirement: each student must choose ONE company (from the company list provided in the module handbook) only and analyse all four strategic attributes (CSR, Innovation, FDI, Global Collaboration).
• This sample is designed to demonstrate how to structure the report, apply theoretical frameworks, integrate case evidence, discuss benefits and drawbacks, assess future implications, and develop practical recommendations.
• The use of multiple companies in this document is intentional and aims to prevent students from directly copying or reusing previous work. Instead, it encourages independent analysis and original application of the frameworks.

1. Introduction (Around 300 Words)

Provide a clear and concise overview of the entire report. This section should include:

• The purpose of the report
• The overview of the chosen company
• A summary of your main findings
• Key recommendations for the company

Example of an Introduction (for guidance only)

This report examines Apple Inc.’s global strategy by focusing on four important factors: CSR, Innovation, FDI, and Global Collaboration. The aim is to understand how these areas have supported Apple’s international growth, what challenges the company has faced, and what steps it should take to strengthen its long-term performance. Apple is a multinational technology company based in California, widely known for products such as the iPhone, iPad, and MacBook. The company has a market value of more than $3 trillion and operates in many regions around the world (Goswami, 2024). Apple has built its reputation through advanced innovation, strong brand identity, and global supply chain partnerships. At the same time, it faces ongoing criticism about its supply chain practices, heavy dependence on Asian production, and increasing regulatory pressures. The analysis shows that Apple’s CSR efforts, such as the use of renewable energy and recycling technology, have improved its environmental image but are weakened by repeated concerns about labour conditions in supplier factories. Innovation remains the main driver of growth, with investments in chip design, ecosystem integration, and new products like the Vision Pro helping Apple maintain a competitive edge. Apple’s FDI strategy has shifted from focusing mainly on China for cost efficiency to investing more in India after the pandemic, which reflects a move towards reducing risk and diversifying production. Global collaboration with partners such as Foxconn and TSMC supports large-scale production and advanced technology, but also creates risks when supply chains are too concentrated in certain regions. Based on these findings, the report recommends that Apple increase transparency in its supply chain, encourage more open and inclusive innovation, expand FDI into other regions to spread risk, and develop a wider range of global partnerships. These actions will help Apple strengthen its reputation and support future growth.

2. Analysis of the Four Attributes (Around 2200 words, 550 words for each attribute)

This is the core section of your report. For each of the four attributes, you should:

• Provide a brief theoretical overview (e.g., relevant concepts or frameworks)
• Apply these theories to analyse how each attribute has affected your chosen company, and what impact it will likely have in the future.
• Discuss both the benefits and drawbacks of each attribute
• Reflect on the potential future impact of each attribute on the company’s growth
• Use appropriate academic theories to justify your analysis.

Guidance Example (for reference only)

Note: The following sections are illustrative examples. They are adapted from past work on different companies and substantially rewritten. They are provided to show structure and academic style, not to be copied directly.

2. Analysis

2.1 CSR (Apple)

CSR encompasses a company's efforts to operate ethically, contribute to economic development, and improve the quality of life of the workforce, community, and society at large (Carrera, 2022). Two widely applied frameworks are Carroll’s CSR Pyramid and Elkington’s Triple Bottom Line (TBL). Carroll’s model identifies four layers of responsibility, including economic, legal, ethical, and philanthropic, that firms must balance (Carroll, 1991). Meanwhile, the TBL framework expands corporate performance into three dimensions: people, planet, and profit (Elkington, 1997). These models are particularly useful when analysing Apple’s CSR approach, which is positioned not only as philanthropy but also as a strategic tool to maintain brand value and stakeholder trust.

Apple promotes itself as a leader in sustainable and ethical practices. According to its 2023 Environmental Progress Report, the company has committed to achieving carbon neutrality across its entire supply chain and product lifecycle by 2030 (Duffour and Pattanaik, 2025). Already, Apple claims that all of its global facilities, including retail stores and data centres, run on 100% renewable energy. The company has invested in innovative recycling methods, such as the Daisy disassembly robot, and has introduced recycled aluminium into the production of MacBooks and iPads (Siahaan, 2023). On the social side, Apple champions data privacy as a fundamental human right and has supported community programmes such as “Everyone Can Code,” which promotes digital literacy, as well as collaborations with (RED) to combat AIDS and malaria.

However, Apple’s CSR record also highlights contradictions. Labour rights violations have been reported repeatedly in supplier factories like Foxconn and Pegatron in China, where issues of excessive working hours, unsafe conditions, and underage workers persist despite Apple’s supplier codes of conduct (Ishaya et al., 2025). This reflects the argument of legitimacy theory, where CSR can serve as a mechanism to maintain social approval rather than guarantee real improvements (Suchman, 1995). Similarly, decoupling suggests that firms sometimes disclose symbolic commitments while systemic supply chain challenges remain unresolved (Meyer and Rowan, 1977). Critics have also accused Apple of greenwashing: for example, the removal of charging bricks from iPhone boxes was presented as an environmental initiative, but many argued it was primarily a cost-saving measure. Ethical debates around Apple’s tax practices, such as routing profits through Ireland, further raise questions about whether its CSR is aligned with broader social good (Akartuna et al., 2022). The benefits of Apple’s CSR strategy are clear: it strengthens brand equity, resonates with younger, environmentally conscious consumers, and aligns with global regulatory trends. Yet the drawbacks, such as financial costs, inconsistency across supply chains, and accusations of greenwashing, can damage reputation and trust.

Looking ahead, CSR will remain central to Apple’s long-term strategy. Global consumers are increasingly demanding transparency and ethical production, meaning that CSR commitments will influence purchasing behaviour and brand loyalty. To reinforce credibility, Apple should introduce more independent third-party audits of supplier factories and disclose corrective actions publicly. Embedding enforceable social and environmental standards into supplier contracts would help ensure consistency across its global supply chain. Expanding community initiatives, such as digital inclusion programmes in emerging markets, would also strengthen its legitimacy while supporting market growth. In sum, Apple’s CSR strategy contributes significantly to its competitive advantage but also exposes tensions between image and practice. By moving beyond symbolic commitments toward verifiable, systemic action, Apple can
 
reduce reputational risks, align with global sustainability expectations, and sustain long-term stakeholder trust.

2.2 Innovation (Johnson & Johnson)

Innovation is a critical driver of competitive advantage for multinational corporations. Schumpeter’s view on innovation highlights how disruptive technologies can transform industries and stimulate long-term growth (Ferreira et al., 2017). Complementing this, the dynamic capabilities theory (Teece et al., 1997) stresses the ability of firms to sense opportunities, seize them through investment, and reconfigure resources to adapt to changing conditions. A further relevant perspective is Chesbrough’s Open Innovation model, which argues that firms should combine internal R&D with external knowledge flows by collaborating with universities, startups, and partners (Chesbrough, 2003). These frameworks provide a useful lens for understanding Johnson & Johnson’s (J&J) innovation strategy, which spans pharmaceuticals, medical devices, and consumer health products.

J&J has consistently invested in research and development to maintain leadership in healthcare innovation. For example, the cancer therapy Imbruvica illustrates disruptive innovation by addressing unmet medical needs and creating a new standard of treatment (Johnson & Johnson, 2024). Similarly, advances in robotic-assisted surgery systems and biosurgery devices demonstrate how technological breakthroughs can improve patient outcomes while reinforcing J&J’s market position. At the same time, J&J exemplifies open innovation. Partnerships with Thirty Madison and Cue Health show how external collaborations expand innovation into digital healthcare delivery, including telemedicine and at-home diagnostics (Johnson & Johnson, 2024). These practices illustrate dynamic capabilities in action: the ability to adapt to emerging healthcare trends by integrating both internal and external resources.

Innovation has delivered significant benefits for J&J. It has strengthened the company’s brand reputation, created diverse revenue streams, and reinforced its position as a leader in life sciences. Investments in areas such as personalised medicine and digital health also align with global healthcare priorities, enhancing stakeholder trust and long-term relevance. In addition, innovation enables J&J to diversify across sectors, such as pharmaceuticals, medical devices, and consumer health, thereby reducing reliance on any single product line. However, innovation also brings challenges. R&D expenditure is extremely high, and not all projects succeed commercially. Failures such as the DePuy ASR hip implant recall illustrate the financial, legal, and reputational risks associated with unsuccessful innovation (Burnetti, n.d.). Moreover, strict regulatory requirements, intellectual property disputes, and competition from biotech startups and generic manufacturers add further uncertainty to the innovation process (Congressional Budget Office, 2021).

Looking ahead, J&J’s innovation strategy must remain sustainable, inclusive, and collaborative. Expanding open innovation networks with universities and technology firms will help J&J stay at the forefront of medical science, particularly in AI-driven drug discovery and personalised healthcare. Prioritising affordable solutions for underserved populations would strengthen its social impact while opening new markets (Kalkancı et al., 2019). Greater investment in eco-innovation, such as biodegradable medical devices or energy-efficient production processes, would also align with global sustainability agendas and strengthen compliance with future regulations. At the same time, J&J will need to balance rapid innovation with stronger governance mechanisms to avoid ethical lapses and ensure patient safety, particularly as it moves further into AI and biotechnology. By combining disruptive technologies with open and responsible innovation, J&J can secure both competitive advantage and long-term stakeholder trust in the global healthcare sector.

2.3 FDI (Amazon)

FDI enables multinational enterprises to expand internationally by leveraging ownership, location, and internalisation advantages, as explained by Dunning’s OLI Paradigm (Dunning, 1988). Ownership advantages include proprietary technology and brand value; location advantages relate to host-country markets, infrastructure, and incentives; while internalisation ensures control over operations and protection of intellectual property. The Uppsala Internationalisation Model further suggests that firms gradually deepen their foreign commitments through incremental learning and adaptation (Johanson & Vahlne, 1977). These frameworks are relevant in analysing Amazon’s expansion and long-term investment in Germany, its most important market outside the United States.

Amazon has maintained a strong presence in Germany for over 25 years, making the country its second-largest market globally (Coppola, 2023). Its investments span logistics infrastructure, e-commerce operations, and cloud services through Amazon Web Services (AWS). In economic terms, Amazon has contributed over €50 billion to Germany’s GDP since 2010 and has paid more than €5 billion in taxes annually in recent years (Team, 2024). Amazon also plans to invest €10 billion into expanding AWS cloud infrastructure, reflecting Germany’s growing demand for digital services (Jackson, 2024). From the OLI perspective, Amazon’s ownership advantage lies in its technological capability, logistics expertise, and digital platform ecosystem. The location advantage is derived from Germany’s strong economy, skilled workforce, and role as Europe’s largest e-commerce market. Internalisation is visible in Amazon’s preference to directly manage warehouses, data centres, and delivery networks, allowing tighter control over efficiency and customer experience.

FDI in Germany has produced clear benefits for both Amazon and the host country. Economically, Amazon is one of Germany’s largest private employers, targeting over 40,000 jobs by 2024 (Team, 2024). Its infrastructure investments have strengthened Germany’s logistics and digital capacity, while AWS enables local companies to access advanced cloud computing solutions. Environmentally, Amazon has introduced low-emission logistics, including 1,200 electric vehicles delivering over 50 million packages (Team, 2024). However, drawbacks are significant. Amazon has faced repeated scrutiny from German regulators. The Bundeskartellamt designated Amazon as a “gatekeeper,” restricting its ability to favour its own brands in search rankings (Kluwer Competition Law Blog, 2024). The European Commission has also investigated Amazon for antitrust issues related to seller data misuse (European Commission, 2019). On the social side, strikes by warehouse employees highlight dissatisfaction with working conditions and pay (UNI Global Union, 2023). These challenges expose reputational risks and raise concerns about whether Amazon’s market dominance undermines fair competition.

Looking forward, Germany is likely to remain a cornerstone of Amazon’s European operations. Chancellor Olaf Scholz has welcomed Amazon’s planned €10 billion investment, signalling political support for its continued expansion (Stur, 2024). With Germany’s e-commerce sector expected to grow at a CAGR of 8.29% by 2028 (Silicon Canals, 2024), Amazon is positioned to consolidate its dominance as a marketplace for SMEs and a leader in digital infrastructure. Yet, stricter EU competition laws and pressure from labour unions suggest that Amazon must balance growth with compliance and improved worker relations. In addition, digital taxation debates within the EU and potential geopolitical shocks may introduce new costs and risks, requiring Amazon to adapt its FDI strategy with greater transparency and stakeholder engagement. By integrating sustainable practices, strengthening social dialogue, and ensuring compliance with EU regulations, Amazon’s FDI in Germany will remain both profitable and strategically vital for its long-term European growth.

2.4 Global Collaboration (Tesla)

Global collaboration refers to partnerships, alliances, and joint initiatives that multinational enterprises undertake to access resources, reduce risks, and expand market reach. The Resource-Based View (RBV) argues that firms gain a competitive advantage by developing and accessing valuable, rare, inimitable, and non-substitutable resources (Barney, 1991). When a company cannot build these resources internally, it can use collaborations and partnerships to acquire complementary capabilities. In Tesla’s case, global collaboration has been central to building unique strengths in electric vehicles (EVs), battery production, and large-scale manufacturing, areas where external expertise and local partnerships were critical.

One of Tesla’s most important collaborations has been with Panasonic in the field of battery innovation. This partnership gave Tesla access to advanced lithium-ion cell technology while allowing it to integrate those cells into proprietary designs for its vehicles. From an RBV perspective, the outcome, high-performance, cost-efficient batteries, is a valuable and rare resource, central to Tesla’s advantage in the electric vehicle (EV) market (Xia, 2022). It is also difficult for rivals to imitate because the relationship combines Panasonic’s decades of R&D with Tesla’s system-level integration. Tesla’s Shanghai Gigafactory further illustrates RBV. By securing approval from the Chinese government to wholly own the factory. Tesla gained location-specific resources, including subsidies, logistics infrastructure, and immediate access to the world’s largest EV market (Zhang, 2022). This created an inimitable position, since few foreign competitors enjoy similar regulatory privileges. In 2023, Tesla extended this model with a new Gigafactory in Mexico, investing $4.5 billion to build capacity for one million EVs annually (Fernández, 2025). Here, the local workforce and geographic advantage near the U.S. market strengthen Tesla’s non-substitutable production base, supporting its long-term scaling strategy. Beyond infrastructure, Tesla also invests in human capital through global collaboration. The START programme, in partnership with technical colleges, trains automotive technicians in EV systems. From the RBV lens, this initiative develops intangible resources: a skilled workforce uniquely adapted to Tesla’s technology, which enhances operational efficiency and is difficult for competitors to replicate (Purcell et al., 2021).

The benefits of these collaborations are clear when viewed through RBV. Tesla has secured resources that are difficult for competitors to imitate, such as its integrated battery manufacturing capability and its privileged access to the Chinese EV market. These resources strengthen brand reputation, enable rapid scaling, and reinforce Tesla’s position as an innovation leader. At the same time, collaborations reduce the risks and costs of developing such resources entirely in-house. However, RBV also highlights potential drawbacks. Dependence on partners like Panasonic creates vulnerabilities if the relationship weakens or competitors replicate similar collaborations. Political support in China and Mexico, while advantageous, is not fully under Tesla’s control, raising risks of policy shifts or geopolitical tensions. Labour partnerships also face scrutiny, as critics argue Tesla’s global expansion sometimes neglects worker rights, which could harm its reputation and weaken stakeholder trust.

Looking forward, Tesla must continue to use collaboration strategically to build resources that are both valuable and rare. Diversifying alliances beyond East Asia will reduce geopolitical dependence, while expanding collaborations in areas such as renewable energy infrastructure and artificial intelligence for autonomous driving could create new VRIN resources. Strengthening governance within partnerships will also be essential to protect Tesla’s intellectual property and align operations with sustainability expectations. By continuing to frame global collaboration through the RBV lens, Tesla can enhance its distinctive resource base and secure long-term advantage in the EV industry.

3. Conclusion and Recommendations (Around 500 words)

• Summarise your main findings from the analysis. Reflect on which attributes were most significant to the company’s development.
• Based on your insights, provide practical and realistic recommendations for the company’s future strategy.

Illustrative Example

The findings suggest that J&J has demonstrated its greatest strength in global collaboration and its most significant weakness in CSR. Collaboration has been central to J&J’s competitive advantage, enabling it to access complementary resources, share risks, and expand market reach. For example, its alliance with Bayer Pharmaceuticals over Xarelto illustrates how strategic partnerships can combine J&J’s U.S. market strength with Bayer’s European expertise to commercialise a blockbuster drug (Johnson & Johnson, 2023). Such collaborations not only enhanced profitability but also consolidated J&J’s position as a leader in life sciences by leveraging external knowledge and resources that would have been costly and time-consuming to develop internally, consistent with the Resource-Based View and Open Innovation frameworks (Barney, 1991; Chesbrough, 2003).

By contrast, J&J’s CSR record highlights deep inconsistencies. While the company has publicised environmental initiatives in areas such as renewable energy adoption and green manufacturing, gaps remain in addressing core issues such as supply chain emissions and broader operational impacts (Johnson & Johnson, 2024). More critically, repeated ethical controversies from mislabelled medicines and products containing carcinogens to the concealment of dangerous side effects undermine J&J’s credibility (Ishaya et al., 2025). Such cases suggest a failure to uphold both legal and ethical responsibilities, as defined by Carroll’s CSR Pyramid (Carroll, 1991), with philanthropy often emphasised over systemic accountability. This gap between rhetoric and reality has damaged public trust and poses an ongoing reputational risk, echoing legitimacy theory’s argument that CSR can sometimes function as symbolic compliance rather than substantive change (Suchman, 1995).

Innovation has been another area of both opportunity and challenge. J&J has achieved major breakthroughs in pharmaceuticals, medical devices, and personalised medicine, supported by heavy R&D investment and collaborations with research institutions (Johnson & Johnson, 2024). However, legal disputes, such as the breach of agreements with Auris in robotic surgery, highlight a tendency to prioritise short-term profit over long-term reputation. The delay of the Ottava robotic surgery platform, still awaiting FDA approval after years of development setbacks, illustrates the risks of an ambitious but inconsistently executed innovation strategy (Pederson, 2024). Without stronger governance and ethical alignment, innovation that is commercially promising may instead contribute to reputational vulnerability.

J&J’s future competitiveness depends on strengthening its CSR foundation while sustaining leadership in collaboration and innovation. To rebuild legitimacy, the company must embed ethical principles more explicitly into its strategy, moving beyond philanthropic narratives to demonstrate accountability through transparent reporting, independent audits, and measurable sustainability targets. This is particularly important for divisions like eyecare, where unaddressed logistics emissions risk undermining otherwise positive initiatives. In innovation, J&J should pursue clearer contractual agreements in acquisitions to avoid legal disputes, while ensuring that product development timelines are realistic and communicated transparently to stakeholders. Expanding open innovation networks with universities and startups will also help diversify ideas while sharing risks (Teece et al., 1997). In global collaboration, J&J should continue to build alliances in emerging markets and new technology domains, ensuring that partnerships not only enhance profitability but also contribute to socially responsible outcomes (Kalkancı et al., 2019). In conclusion, Johnson & Johnson’s ability to integrate ethical responsibility into its CSR practices, while maintaining its strengths in collaboration and innovation, will determine its long-term resilience. A strategy that combines profitability with genuine accountability and transparent governance will enable the company to sustain trust, reduce reputational risks, and align more effectively with the expectations of global stakeholders.