M/618/5076 Competing and Strategising in a Globalised World assignment help

Higher National Diploma Assessment

Qualification: Pearson BTEC Level 5 Higher National Diploma in Business RQF

Unit number and title: Unit 25: Global Business Environment, Credit value -15

Assignment title: "Competing and Strategising in a Globalised World"

Assessor: Business Team

Academic year: 1 | Unit Code: M/618/5076 | Assignment: Integrated

Internal Verifier: [blank] | Verification Date: [blank]

Issue Date: W/c 1st September 2025 | Due Date: No later than 1st July 2026

Assignment Tasks

Submission Format: A two-part professional portfolio comprising:

1. A thought leadership article (Task 1)
2. A business Strategic Consultancy Report (Task 2)

✓ AI use: If you are using AI for any purposes, all "prompts used" should be shown after the references section to avoid any AI related academic misconduct.

✓ All work must be referenced using the Harvard system and include a full bibliography. Submissions must be academically sound and demonstrate critical engagement with appropriate sources such as Textbooks, Journals, and credible websites.

✓ While there is a word count defined with this assignment, you will not be penalised for exceeding it.

✓ Use clear headings and subheadings. Include a title page, headings, and a reference list. Avoid bullet points unless summarising. Formal tone: Avoid conversational language; write with clarity, authority, and neutrality.

✓ Note: Academic integrity: All work must be your own. Plagiarism, fabrication of data, or improper referencing will be treated as academic misconduct. To be submitted over totara as one single .pdf file.

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Vocational Scenario or Context

You have recently joined Vantage Stratagem, a leading London-based global management consultancy renowned for supporting FTSE350 clients in navigating the complexities of international expansion and strategic transformation. The consultancy specialises in market intelligence, strategic risk management, organisational design, and global value chain optimisation. Its client portfolio spans multiple sectors, including consumer goods, healthcare, energy, and digital commerce.

One of your primary clients is Diageo plc, a British multinational and the world's largest producer of premium alcoholic beverages. With operations across more than 180 countries, Diageo owns globally recognised brands such as Johnnie Walker, Guinness, Tanqueray, and Smirnoff. Despite its strong international presence, Diageo is currently contending with a range of strategic challenges: navigating post-Brexit trade policies, responding to regional economic instability, addressing disparities in regulatory and cultural norms, and maintaining ethical and sustainable supply chain practices across diverse global markets.

In your role as a Global Strategy Analyst, you have been tasked with supporting Diageo's Global Strategy and Operations Division in refining its approach to global competitiveness and organisational alignment. Your responsibilities include conducting detailed macroeconomic and sectoral research, evaluating strategic and operational risks, and formulating evidence-informed recommendations that enhance Diageo's strategic responsiveness in a volatile global landscape.

To demonstrate your capabilities, you have been asked to produce two professional outputs as shown in the tasks below. These tasks are not only essential for your own professional development but also serve as a foundation for guiding strategic decision-making at board level. Your outputs must reflect high levels of analytical thinking, contextual awareness, and relevance to contemporary global business dynamics.

Task 1

Learning Outcomes Covered: LO1 and LO2

Task 1: Thought Leadership Article – Globalisation and Strategic Complexity.

Task Instructions:

Prepare a thought leadership article (2,500-3000 words) to be published in Global Business Quarterly. Your article must provide:

• A critical analysis of the key factors (e.g. cost, market, environment, competition) that are driving globalisation.
• An evaluation of how these factors create opportunities and challenges for businesses.
• An examination of the strategic complexities involved in operating globally, including issues such as risk, diversification, and supply chain management.
• Use real-world examples and relevant academic models (e.g. PESTEL, Porter's Diamond, Global Value Chains)

To achieve the higher grades, ensure you:

• Present critical evaluations (not just descriptions)
• Integrate theoretical perspectives with practical insights.
• Use evidence-based reasoning from scholarly and industry sources.

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Task 2

Learning Outcomes Covered: LO3 and LO4

Task 2: Strategic Consultancy Report for Diageo plc

Assessment Format: A professionally written consultancy report (2,500–3,000 words) addressed to Diageo's executive board.

Task Brief:

Prepare a strategic consultancy report for Diageo plc, commissioned by your consultancy firm, Vantage Stratagem. The report will inform senior executives of the organisation on how to enhance global strategic effectiveness and responsiveness in complex international environments. Your report should:

• Evaluate the impact of global market operations on Diageo's organisational structure, leadership, culture, and governance.
• Critically examine how ethics, sustainability, and cultural diversity influence strategic decision-making across Diageo's global operations.
• Apply analytical models such as McKinsey's 7S, CAGE, or Bartlett & Ghoshal's Typology to guide your evaluation and recommendations.
• Propose strategic objectives that reflect Diageo's diverse stakeholder expectations and regulatory environments.
• Develop a comprehensive and integrated global strategy that strengthens Diageo's competitive advantage while promoting agility and ethical compliance in multi-market contexts.

To achieve higher grades, you must:

• Demonstrate critical engagement with global strategy literature and practical models
• Provide well-justified recommendations grounded in research and real-world examples
• Maintain clarity, structure, and analytical depth in line with professional consultancy standards

Sources to support you with this Assignment

Textbooks

➢ BARTLETT, C. and BEAMISH, P. (2018). Transnational Management: Texts, Cases, and Readings in Cross-Border Management. 8th Ed. Maidenhead: McGraw-Hill.

➢ DANIELS, J. D., RADEBAUGH, L. H. and SULLIVAN D. P. (2018) International Business Environments and Operations. 16th Ed. Harlow: Pearson.

➢ DERESKY, H. (2016). International Management: Managing Across Borders and Cultures. 9th Ed. Harlow: Pearson.

➢ PENG, M. (2016) Global Business. 4th Ed. Cengage Learning

You are expected to use relevant academic textbooks, peer-reviewed journal articles, and other credible sources to support your analysis throughout. Please ensure you are familiar with the use of in-text citations and the Harvard referencing style, and apply these consistently across the entire assignment.

❖ Professional Conversation

• Selected assignments will require a video conference to assess understanding before final grades are issued.
• All Grades remain provisional subject to the awarding body external moderation.

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Websites:

Links

This unit links to the following related units:

Unit 1: The Contemporary Business Environment

Unit 50: International Marketing

Unit 56: Tapping into New and International Markets

HN Global

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Learning Outcomes and Assessment Criteria

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Note: This report is provided as a sample for reference purposes only. For further guidance, detailed solutions, or personalized assignment support, please contact us directly.

TASK 1 – SAMPLE THOUGHT LEADERSHIP ARTICLE

Title:
Competing in a Globalised World: Strategic Complexities and Opportunities in the 21st Century

Introduction

Globalisation has evolved from a trade-expansion phenomenon into a deeply interconnected system of cross-border value creation, institutional interdependence and digital integration. While traditional narratives emphasised cost efficiencies and market expansion, contemporary globalisation is shaped equally by geopolitical fragmentation, regulatory divergence and sustainability imperatives.

This article critically examines the key drivers of globalisation — cost, market, environmental and competitive forces — and evaluates the strategic complexities they create for multinational enterprises (MNEs). Drawing upon frameworks such as PESTEL, Porter’s Diamond and Global Value Chain (GVC) theory, the analysis argues that globalisation today presents a paradox: it simultaneously enhances growth potential while intensifying systemic risk.

1. Key Drivers of Globalisation

1.1 Cost Drivers: Efficiency and Arbitrage

Cost reduction remains a fundamental driver of global commerce. Firms internationalise production to exploit labour cost differentials, tax efficiencies and economies of scale.

For example, Apple’s global production network distributes design in the US, component sourcing in Asia, and assembly in China. This fragmentation reflects Global Value Chain theory, where value creation is geographically dispersed to optimise cost.

However, excessive reliance on low-cost regions introduces vulnerability. The COVID-19 pandemic and semiconductor shortages exposed the fragility of efficiency-driven supply chains. Therefore, cost-driven globalisation increases profitability but simultaneously heightens operational risk.

1.2 Market Drivers: Demand Expansion and Saturation Pressures

Market-seeking internationalisation arises from domestic market saturation and emerging market growth. Rising middle classes in India, Brazil and Southeast Asia create new consumption opportunities.

Porter’s Diamond suggests firms expand where demand conditions and related industries create competitive advantage. For instance, luxury brands entering China benefit from strong aspirational demand.

Yet expansion requires adaptation. McDonald’s success in India required menu localisation due to cultural and religious factors. Thus, market expansion demands strategic responsiveness rather than standardisation.

1.3 Environmental and Institutional Drivers

Political and regulatory frameworks strongly shape global integration. Trade agreements under the WTO have historically reduced tariffs, encouraging global trade.

However, PESTEL analysis reveals increasing institutional fragmentation:

• Political: Protectionism post-Brexit and US–China tensions
• Economic: Currency volatility
• Legal: Diverging data protection laws
• Environmental: ESG compliance requirements

This indicates that globalisation is not uniform but regionally structured. Firms must therefore manage “semi-globalisation,” where borders still matter significantly.

1.4 Competitive Drivers: Innovation and Hypercompetition

Technological innovation accelerates global competition. Digital platforms such as Amazon operate transnationally with scalable infrastructure.

Competition increases efficiency and innovation diffusion but compresses margins. Firms unable to achieve global scale risk marginalisation.

Thus, competition both incentivises expansion and raises the strategic stakes of failure.

2. Strategic Complexities in Global Operations

2.1 Risk and Volatility

Operating globally exposes firms to:

• Currency risk
• Political instability
• Regulatory unpredictability
• Supply chain disruption

Geographic diversification can reduce market-specific risk but increases coordination complexity and governance costs.

2.2 Diversification and Portfolio Strategy

International diversification spreads revenue streams across markets. However, overextension can dilute managerial focus.

Strategic coherence becomes critical. Firms must balance global integration with local responsiveness — a tension captured in Bartlett and Ghoshal’s transnational model.

2.3 Supply Chain Management

Modern supply chains are globally fragmented. Just-in-time systems prioritised cost efficiency, but recent crises have shifted emphasis toward resilience.

Nearshoring, multi-sourcing and digital supply chain monitoring are emerging strategic responses.

3. Opportunities and Challenges: A Strategic Paradox

The contemporary global business environment requires strategic ambidexterity: efficiency and resilience must coexist.

Conclusion and Recommendations

Globalisation remains a powerful growth engine, yet its structure is increasingly fragmented and politicised. Organisations should:

1. Adopt a transnational strategy combining integration and local responsiveness.
2. Invest in supply chain resilience over pure cost optimisation.
3. Embed ESG compliance into global value chains.
4. Develop advanced geopolitical risk intelligence systems.

Global success no longer depends solely on scale, but on strategic agility within a volatile international system.

TASK 2 – SAMPLE STRATEGIC CONSULTANCY REPORT

Client: Diageo plc
Prepared by: Vantage Stratagem
Confidential Board Report

Executive Summary

Diageo plc operates in over 180 markets, positioning it as a globally integrated premium beverage leader. However, geopolitical uncertainty, regulatory divergence, ESG pressures and cultural heterogeneity present strategic complexity.

This report evaluates how global operations influence Diageo’s structure, leadership, culture and governance, and proposes an integrated global strategy to enhance resilience, ethical compliance and competitive advantage.

1. Impact of Global Operations on Diageo

1.1 Organisational Structure (McKinsey 7S Analysis)

Diageo operates a hybrid global matrix structure balancing brand-led global integration with regional autonomy.

• Strategy: Premiumisation and brand globalisation
• Structure: Geographic divisions + global brand teams
• Systems: Centralised governance with regional execution
• Shared Values: Responsible drinking, sustainability
• Style: Performance-driven leadership
• Staff: Diverse international workforce
• Skills: Brand management, supply chain optimisation

Global scale necessitates coordination mechanisms to prevent duplication and inefficiency.

1.2 Leadership and Governance

Operating globally requires culturally adaptive leadership. Governance structures must comply with varying alcohol regulations and advertising laws.

Post-Brexit trade adjustments have required enhanced compliance oversight in EU markets.

1.3 Culture and Diversity

Diageo promotes inclusion and sustainability. However, cultural sensitivity is critical in markets where alcohol consumption norms differ significantly.

Cultural misalignment can damage brand legitimacy.

2. Ethics, Sustainability and Strategic Decision-Making

Sustainability influences sourcing (e.g., barley, agave), packaging and emissions reduction.

Stakeholders demand:

• Responsible sourcing
• Carbon neutrality
• Transparent governance

Ethical globalisation strengthens brand equity but increases compliance costs.

3. Strategic Evaluation Using CAGE Framework

CAGE analysis highlights:

• Cultural distance: Alcohol norms vary widely
• Administrative distance: Taxation and regulation differ
• Geographic distance: Logistics costs
• Economic distance: Purchasing power variations

Strategic adaptation is necessary across regions.

4. Strategic Objectives

1. Enhance supply chain resilience through diversified sourcing.
2. Strengthen regional decision-making autonomy.
3. Expand premium brands in high-growth emerging markets.
4. Accelerate ESG targets to meet investor expectations.

5. Integrated Global Strategy (Distinction-Level Section)

Diageo should adopt a Transnational Strategy:

• Global brand consistency
• Localised marketing execution
• Regional compliance autonomy
• Centralised sustainability governance

This balances integration and responsiveness.

6. Recommendations

1. Develop AI-driven demand forecasting across markets.
2. Increase nearshoring for European operations post-Brexit.
3. Create global ethics compliance dashboards.
4. Strengthen emerging market partnerships.

Conclusion

Diageo’s global success depends on organisational alignment, cultural sensitivity and strategic agility. A fully integrated yet locally responsive structure will sustain competitive advantage in volatile global markets.