Assignment Prompt & Instructions
**files (8)**
– ## TEXTBOOK.docx
– ## LogoandClothingdesigns.docx
– ## InternationalBusinessPlanAssignment5-TEAM1.docx
– ## TeamAssignment6instructions.docx
– ## InternationalBusinessPlanAssignment3-TEAM1.docx
– IBUProject.docx
– assignment6gradingrubric.pdf
– assignment6gradingrubric.pdf
**## TEXTBOOK.docx**
**Required Course Textbook(s)**
· Global Business Today, 12th Edition
**By:** Hill, Charles
**ISBN:** 978-1-264-06750-3
**## LogoandClothingdesigns.docx**
## image1.png
## image3.png
## image2.png
**## InternationalBusinessPlanAssignment5-TEAM1.docx**
1
**Beyond the Workshop: China’s 2026 Green Pivot and the Rise of**
**_Eco-Aura_**
International Business Plan: Assignment 5
**Course No/Title:** IBU430 Survey of Global Business
**Professor:** Dr. Judith Parker
**Term/Month:** May 2026
**Team Number:** 01
**Designated Team Leader:** Amber Acosta
**Team Members:** Amber Acosta (901173680), Ryan Applegarth (900910495), Tiffainy Casey (900703093), Alfonso Cervantes (901376454)
**Assigned Foreign Nation: People’s Republic of China**
To establish our presence in the Chinese market, Eco-Aura will utilize a Wholly Owned Subsidiary (WOS) through a Greenfield Investment. While other entry modes like licensing or joint ventures might offer a quicker or lower-cost path to entry, they carry significant risks regarding our most valuable asset: our proprietary carbon-capture textile technology. According to internalization theory, when a firm’s competitive advantage is based on unique technological know-how, a WOS is the preferred route because it provides the tight control necessary to protect intellectual property from potential leakage to competitors (Hill, 2022). This is further supported by the research of Meyer and Estrin (1999), who explain that "greenfield entry is… preferred by firms with product-specific or industry-specific core competences" (p. 16). By owning 100% of our operations, we ensure that our specialized manufacturing processes remain entirely within the firm, avoiding the know-how risks often associated with licensing agreements in complex legal environments (Hill, 2022).
The choice of a Greenfield Investment, starting our operations from the ground up, is particularly optimal given our focus on sustainable, Intelligent Manufacturing. Most existing apparel facilities in the region are built for traditional, high-pollution textile production. As Meyer and Estrin (1999) point out,
**"** a greenfield project gives the investor the opportunity to create an entirely new organization to its own specification" (p. 1). By choosing a Greenfield approach, we can custom-build our facility to meet the strict Industrial Products Green Design Guidelines (2026), a national framework issued in April 2026 that mandates lifecycle-based eco-design principles (ChemLinked, 2026). Furthermore, by aligning with the 2025 Catalogue of Industries for Encouraged Foreign Investment, which became effective in February 2026, Eco-Aura qualifies for significant government incentives, including customs duty exemptions on imported manufacturing equipment and preferential land-use policies (Roedl & Partner, 2026). This allows us to embed our specific organizational culture and green routines into the workforce more effectively than we could through a merger or acquisition, where we would have to undo the legacy habits and inefficient infrastructures of an established firm (Hill, 2022).
Furthermore, this entry strategy acts as a critical hedge against the high-tariff environment discussed in our previous trade analysis. By establishing a physical manufacturing footprint within a Chinese Pilot Free Trade Zone, we transform Eco-Aura from a foreign exporter into a local producer. This not only allows us to bypass Section 301 tariffs but also grants us insider status within the Regional Comprehensive Economic Partnership (RCEP), enabling us to use China as a high-efficiency hub for the broader Asian market (Hill, 2022). Ultimately, the higher initial cost and risk of a Greenfield WOS are justified by the long-term strategic alignment it provides with China’s green development goals and the total control it affords over our global brand image.
#### **References** ChemLinked. (2026, April 17). _China releases industrial products green design guidelines_ _(2026)_. [https://chemical.chemlinked.com/news/chemical-news/china-releases-industrial-products-green-design-guidelines-2026](https://chemical.chemlinked.com/news/chemical-news/china-releases-industrial-products-green-design-guidelines-2026) Hill, C. W. L. (2022). _Global Business today_ (12th ed.). McGraw Hill. Meyer, K. E., & Estrin, S. (1999). _Entry mode choice in emerging markets: Greenfield,_ _acquisition, and brownfield_. Centre for Economic Performance, London School of Economics and Political Science. [https://safe.menlosecurity.com/doc/cloudview/viewer/docND6DE4737690Efedbf919733e2556e750d79b5886242750b5761a05f0d0e4d614deb444afa2f4](https://safe.menlosecurity.com/doc/cloudview/viewer/docND6DE4737690Efedbf919733e2556e750d79b5886242750b5761a05f0d0e4d614deb444afa2f4) Roedl & Partner. (2026, February 3). _China's new catalogue for encouraged foreign investment –_ _effective from February 2026_. [https://www.roedl.com/en/insights/chinas-new-catalogue-foreign-investments-2026](https://www.roedl.com/en/insights/chinas-new-catalogue-foreign-investments-2026)
**## TeamAssignment6instructions.docx**
Team Assignment 6: Create the 4Ps of Marketing (Marketing Mix) and finalize the International Business Project (IBP)
Top of Form
| | |
| — | — |
| Hide Assignment Information |
| Group Category | |
| International Business Project (IBP) |
| Group Name | |
| Group 1 |
| Instructions | |
| **Background**<br>In this assignment, you will collaborate with your team to develop your International Business Project assigned in Module 1. Continue working with your team to complete the fourth segment: Develop the 4 Ps of Marketing (Marketing Mix) (Module 4) to complete your IBP Report. <br>**Instructions**<br>Write<br>a 15-page report, International Business Plan, using Microsoft Word ® in which you address the following: <br> <br>**Company Proposal & Background (Module 1)**<br>Write 2-to 3 pages in which you include the following: <br>1. Research and select a country to do business in outside the United States. <br>2. Select a service, product, or idea. <br>3. Create a company name and logo and describe the meaning behind each of the following selections: <br>a. Name <br>b. Logo <br>c. Mission <br>d. Structure<br>**Trade Agreement (Module 2)**<br>Using two paragraphs, discuss the presence or absence of trade agreements associated with doing business with the country you selected. Make sure to address the following: <br>1. Specify if there is a trading agreement between the trading countries. <br>2. Explain the effects of the trade agreement (if this is the case) and how it impacts the service, product, or idea you have selected. <br>3. If no, explain the advantages or disadvantages of not having a trade agreement. <br>**Market Entry Strategy (Module 3)**<br>Select one of the following options to develop your market entry strategy. Explain your chosen strategy and why this approach was optimal for your company.<br>1. Licensing <br>2. Franchising<br>3. Joint Venture<br>4. Merger and Acquisition<br>5. Wholly Owned Subsidiary (WOS)<br>a. 100% acquiring<br>b. Greenfield Investment<br>c. Brownfield Investment <br>**4 Ps of Marketing (Marketing Mix) (Module 4)**<br>Explain the marketing objectives, strategies, and tactics addressing the following outline: <br>1. Product Range <br>a. What is your total, core, and auxiliary product?<br>b. What are the product's ingredients? <br>c. What are the product's features?<br>d. How is the product used?<br>e. What are the benefits of your product?<br>f. How much do you buy/produce?<br>g. Where do you buy/produce?<br>h. How do you package and label your product?<br>2. Advertising and Promotion<br>a. How do you package our product?<br>b. How do you advertise the product – TV, radio, Internet Web Site, newspaper?<br>c. How do you promote the product?<br>d. What is the theme and message of your advertisements? <br>3. Distribution or Place<br>a. Where do you start or enter the market?<br>b. How and where do you move the product?<br>c. What is your delivery time?<br>d. What is your delivery cost? <br>4. Product Price<br>a. What is your cost?<br>b. What is your pricing objective?<br>c. How much do you charge? <br>Format your report to include a cover page with the following: <br>1. Course No/Title<br>2. Name of the Professor and Course Term/Month<br>3. Team Number and Designated Team Leader<br>4. Team member names and NU ID numbers. <br>Compile all segments to finalize your 15-page report.<br>Cite<br>a minimum of 25 sources using APA format to include a required reference list. <br> <br>**Grading**<br>This assignment is worth 200 points and is due on Sunday. For more specifics on how this will be graded, refer to the rubric. |
| | |
| Due on May 23, 2026 11:59 PM |
Bottom of Form
**## InternationalBusinessPlanAssignment3-TEAM1.docx**
1
**Beyond the Workshop: China’s 2026 Green Pivot and the Rise of**
**_Eco-Aura_**
International Business Plan: Assignment 3
**Course No/Title:** IBU430 Survey of Global Business
**Professor:** Dr. Judith Parker
**Term/Month:** May 2026
**Team Number:** 01
**Designated Team Leader:** Amber Acosta
**Team Members:** Amber Acosta (901173680), Ryan Applegarth (900910495), Tiffainy Casey (900703093), Alfonso Cervantes (901376454)
**Assigned Foreign Nation: People’s Republic of China**
**Trade Agreements and Regional Integration: When we look at the trade landscape between the United States and China in 2026, it’s clear that we are navigating a managed trade environment rather than a free one. Currently, there is no formal Free Trade Agreement (FTA) between the two nations. Instead, our operations are shaped by the long-standing legacy of the Phase One agreement and a series of Section 301 tariffs that have remained a fixture of the bilateral relationship (Hill, 2022). In fact, with the U.S. Trade Representative’s recent initiation of the second four-year review of these tariffs just this month, the high cost of moving goods across the Pacific is clearly here to stay (Thompson Hine, 2026). For Eco-Aura, this lack of a formal trade deal acts as a massive trade barrier, making it much more expensive to export finished goods from the U.S. than to simply build them locally (Hill, 2022).**
By choosing to produce locally, we successfully avoid the trade diversion effects that usually occur when high bilateral tariffs force companies to shift their supply chains to less efficient locations (Hill, 2022). Instead, our strategy focuses on trade creation within the Asian market. While the U.S. is not a member of the Regional Comprehensive Economic Partnership (RCEP), the world’s largest trade bloc, our status as a Wholly Owned Subsidiary based in China makes Eco-Aura an insider to that bloc's rules of origin (Hill, 2022). This is a game-changer for us. It means that while American-based exporters are facing a trade fortress, Eco-Aura can move goods between China and other RCEP markets, like Japan or South Korea, under much more favorable terms, turning our Foreign Direct Investment into a powerful regional advantage (Hill, 2022).
To further sharpen our edge, we plan to locate our primary operations within one of China's Pilot Free Trade Zones (FTZs), such as the newly expanded network that now includes 23 zones as of April 2026 (China Briefing, 2026). These zones are essentially testing grounds for economic reform where we can find streamlined customs procedures and, in certain jurisdictions like Shanghai or Hainan, a reduced corporate income tax rate of 15% (MSA Asia, 2026). For a sustainability-focused brand like ours, these FTZs are particularly attractive because they have been shown to significantly boost a company’s environmental and social responsibility performance (MDPI, 2023). By positioning ourselves in a Pilot FTZ, we aren't just dealing with a lack of trade agreements; we are strategically using China's own domestic green incentives to turn a challenging trade environment into a major location-specific advantage (State Council, 2025).
**Ultimately, the complex trade relationship between the United States and China is the single most influential factor in our business model. While the lack of a formal agreement creates a high-tariff environment, it also forces us to lean into China’s greatest strength: its unmatched leadership in sustainable textile production. By situating our production within their established infrastructure, we gain access to advanced green manufacturing that simply cannot be replicated in the U.S. or other regional markets. Rather than fighting against trade tensions, Eco-Aura is choosing to align itself with China’s national economic priorities under the 15th Five-Year Plan. This strategic alignment doesn't just lower our operational risk; it secures our long-term market positioning and turns a challenging diplomatic climate into a launch pad for our future global expansion.** **Strategic Risk Mitigation and Contingency Planning: While our entry strategy for China is strong, we aren't ignoring the fact that running a Wholly Owned Subsidiary (WFOE) in today's geopolitical climate is a complex balancing act. One of our biggest hurdles is what we call the compliance paradox created by Decree No. 834. Essentially, to satisfy U.S. transparency and supply chain laws, we need to audit every level of our production. However, under China’s 2026 regulations, that kind of deep data collection can actually be seen as a threat to their national supply chain security (State Council, 2026). To solve this, we plan to work with state-sanctioned Chinese auditing firms to verify our sustainability metrics. This allows us to give our international stakeholders the transparency they need without accidentally tripping over local anti-espionage or data security laws (Hill, 2022).**
Our strategy is further supported by the 2026 Business Climate Survey conducted by the American Chamber of Commerce in China, which highlights that while regulatory hurdles remain, a majority of U.S. firms continue to see China as a top priority for investment due to its massive market size and unparalleled supply chain depth (AmCham China, 2026). This resilience among American firms reinforces our belief that the location-specific advantages of the Chinese market outweigh the current diplomatic frictions, provided a firm maintains a high level of local operational awareness (Hill, 2022).
We are also keeping a close eye on the Guochao movement, where local consumers are increasingly leaning toward brands that feel authentically Chinese (Hill, 2022). Being an American-owned brand, we run the risk of being seen as a cultural outsider. Our plan to beat this is simple: we aren't going to market ourselves as a Western import. Instead, we’re positioning Eco-Aura as a partner in China’s own green transition. By using local carbon-capture technology and tapping into the Island Holiday aesthetic that’s trending right now, we can move past those ethnocentric barriers. Finally, to fix the isolation risk of not having a local partner, we are going all-in on Strategic Alignment with the 15th Five-Year Plan. By becoming essential to China’s green development goals, we earn a level of insider protection that most foreign-owned companies just don’t have (Hill, 2022; State Council, 2025).
**References**
AmCham China. (2026, February 1).
_2026 China business climate survey: Insights from the_
_American Chamber of Commerce_ [Video]. YouTube.
[https://www.youtube.com/watch?v=QbgsxG-dT5Q](https://www.youtube.com/watch?v=QbgsxG-dT5Q)
China Briefing. (2026, April 21).
_China's free trade zone expands to 23 with Inner Mongolia_
_addition_.
[https://www.china-briefing.com/news/chinas-inner-mongolia-ftz-investor-guide/](https://www.china-briefing.com/news/chinas-inner-mongolia-ftz-investor-guide/)
Hill, C. W. L. (2022).
_Global Business today_ (12th ed.). McGraw Hill.
MDPI. (2023).
_China's pilot free trade zones and company's sustainability performance_.
[https://www.mdpi.com/2071-1050/15/19/14632](https://www.mdpi.com/2071-1050/15/19/14632)
MSA Asia. (2026, April 29).
_Expert guide: China's 21 free trade zones in 2026_.
[https://msadvisory.com/china-free-trade-zones/](https://msadvisory.com/china-free-trade-zones/)
State Council of the People’s Republic of China. (2025).
_The 15th five-year plan for national_
_economic and social development (2026–2030)_.
Thompson Hine. (2026, May 6).
_USTR initiates second four-year review of Section 301 tariff_
_actions on imports of certain Chinese products_.
[https://www.thompsonhinesmartrade.com/2026/05/ustr-initiates-second-four-year-review-of-section-301-tariff-actions-on-imports-of-certain-chinese-products/](https://www.thompsonhinesmartrade.com/2026/05/ustr-initiates-second-four-year-review-of-section-301-tariff-actions-on-imports-of-certain-chinese-products/)
**IBUProject.docx**
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**assignment6gradingrubric.pdf**
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**assignment6gradingrubric.pdf**
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**assignment6gradingrubric.pdf**
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**## TEXTBOOK.docx**
**Required Course Textbook(s)**
· Global Business Today, 12th Edition
**By:** Hill, Charles
**ISBN:** 978-1-264-06750-3
**## LogoandClothingdesigns.docx**
## image1.png
## image3.png
## image2.png
**## InternationalBusinessPlanAssignment5-TEAM1.docx**
1
**Beyond the Workshop: China’s 2026 Green Pivot and the Rise of**
**_Eco-Aura_**
International Business Plan: Assignment 5
**Course No/Title:** IBU430 Survey of Global Business
**Professor:** Dr. Judith Parker
**Term/Month:** May 2026
**Team Number:** 01
**Designated Team Leader:** Amber Acosta
**Team Members:** Amber Acosta (901173680), Ryan Applegarth (900910495), Tiffainy Casey (900703093), Alfonso Cervantes (901376454)
**Assigned Foreign Nation: People’s Republic of China**
To establish our presence in the Chinese market, Eco-Aura will utilize a Wholly Owned Subsidiary (WOS) through a Greenfield Investment. While other entry modes like licensing or joint ventures might offer a quicker or lower-cost path to entry, they carry significant risks regarding our most valuable asset: our proprietary carbon-capture textile technology. According to internalization theory, when a firm’s competitive advantage is based on unique technological know-how, a WOS is the preferred route because it provides the tight control necessary to protect intellectual property from potential leakage to competitors (Hill, 2022). This is further supported by the research of Meyer and Estrin (1999), who explain that "greenfield entry is… preferred by firms with product-specific or industry-specific core competences" (p. 16). By owning 100% of our operations, we ensure that our specialized manufacturing processes remain entirely within the firm, avoiding the know-how risks often associated with licensing agreements in complex legal environments (Hill, 2022).
The choice of a Greenfield Investment, starting our operations from the ground up, is particularly optimal given our focus on sustainable, Intelligent Manufacturing. Most existing apparel facilities in the region are built for traditional, high-pollution textile production. As Meyer and Estrin (1999) point out,
**"** a greenfield project gives the investor the opportunity to create an entirely new organization to its own specification" (p. 1). By choosing a Greenfield approach, we can custom-build our facility to meet the strict Industrial Products Green Design Guidelines (2026), a national framework issued in April 2026 that mandates lifecycle-based eco-design principles (ChemLinked, 2026). Furthermore, by aligning with the 2025 Catalogue of Industries for Encouraged Foreign Investment, which became effective in February 2026, Eco-Aura qualifies for significant government incentives, including customs duty exemptions on imported manufacturing equipment and preferential land-use policies (Roedl & Partner, 2026). This allows us to embed our specific organizational culture and green routines into the workforce more effectively than we could through a merger or acquisition, where we would have to undo the legacy habits and inefficient infrastructures of an established firm (Hill, 2022).
Furthermore, this entry strategy acts as a critical hedge against the high-tariff environment discussed in our previous trade analysis. By establishing a physical manufacturing footprint within a Chinese Pilot Free Trade Zone, we transform Eco-Aura from a foreign exporter into a local producer. This not only allows us to bypass Section 301 tariffs but also grants us insider status within the Regional Comprehensive Economic Partnership (RCEP), enabling us to use China as a high-efficiency hub for the broader Asian market (Hill, 2022). Ultimately, the higher initial cost and risk of a Greenfield WOS are justified by the long-term strategic alignment it provides with China’s green development goals and the total control it affords over our global brand image.
#### **References** ChemLinked. (2026, April 17). _China releases industrial products green design guidelines_ _(2026)_. [https://chemical.chemlinked.com/news/chemical-news/china-releases-industrial-products-green-design-guidelines-2026](https://chemical.chemlinked.com/news/chemical-news/china-releases-industrial-products-green-design-guidelines-2026) Hill, C. W. L. (2022). _Global Business today_ (12th ed.). McGraw Hill. Meyer, K. E., & Estrin, S. (1999). _Entry mode choice in emerging markets: Greenfield,_ _acquisition, and brownfield_. Centre for Economic Performance, London School of Economics and Political Science. [https://safe.menlosecurity.com/doc/cloudview/viewer/docND6DE4737690Efedbf919733e2556e750d79b5886242750b5761a05f0d0e4d614deb444afa2f4](https://safe.menlosecurity.com/doc/cloudview/viewer/docND6DE4737690Efedbf919733e2556e750d79b5886242750b5761a05f0d0e4d614deb444afa2f4) Roedl & Partner. (2026, February 3). _China's new catalogue for encouraged foreign investment –_ _effective from February 2026_. [https://www.roedl.com/en/insights/chinas-new-catalogue-foreign-investments-2026](https://www.roedl.com/en/insights/chinas-new-catalogue-foreign-investments-2026)
**## TeamAssignment6instructions.docx**
Team Assignment 6: Create the 4Ps of Marketing (Marketing Mix) and finalize the International Business Project (IBP)
Top of Form
| | |
| — | — |
| Hide Assignment Information |
| Group Category | |
| International Business Project (IBP) |
| Group Name | |
| Group 1 |
| Instructions | |
| **Background**<br>In this assignment, you will collaborate with your team to develop your International Business Project assigned in Module 1. Continue working with your team to complete the fourth segment: Develop the 4 Ps of Marketing (Marketing Mix) (Module 4) to complete your IBP Report. <br>**Instructions**<br>Write<br>a 15-page report, International Business Plan, using Microsoft Word ® in which you address the following: <br> <br>**Company Proposal & Background (Module 1)**<br>Write 2-to 3 pages in which you include the following: <br>1. Research and select a country to do business in outside the United States. <br>2. Select a service, product, or idea. <br>3. Create a company name and logo and describe the meaning behind each of the following selections: <br>a. Name <br>b. Logo <br>c. Mission <br>d. Structure<br>**Trade Agreement (Module 2)**<br>Using two paragraphs, discuss the presence or absence of trade agreements associated with doing business with the country you selected. Make sure to address the following: <br>1. Specify if there is a trading agreement between the trading countries. <br>2. Explain the effects of the trade agreement (if this is the case) and how it impacts the service, product, or idea you have selected. <br>3. If no, explain the advantages or disadvantages of not having a trade agreement. <br>**Market Entry Strategy (Module 3)**<br>Select one of the following options to develop your market entry strategy. Explain your chosen strategy and why this approach was optimal for your company.<br>1. Licensing <br>2. Franchising<br>3. Joint Venture<br>4. Merger and Acquisition<br>5. Wholly Owned Subsidiary (WOS)<br>a. 100% acquiring<br>b. Greenfield Investment<br>c. Brownfield Investment <br>**4 Ps of Marketing (Marketing Mix) (Module 4)**<br>Explain the marketing objectives, strategies, and tactics addressing the following outline: <br>1. Product Range <br>a. What is your total, core, and auxiliary product?<br>b. What are the product's ingredients? <br>c. What are the product's features?<br>d. How is the product used?<br>e. What are the benefits of your product?<br>f. How much do you buy/produce?<br>g. Where do you buy/produce?<br>h. How do you package and label your product?<br>2. Advertising and Promotion<br>a. How do you package our product?<br>b. How do you advertise the product – TV, radio, Internet Web Site, newspaper?<br>c. How do you promote the product?<br>d. What is the theme and message of your advertisements? <br>3. Distribution or Place<br>a. Where do you start or enter the market?<br>b. How and where do you move the product?<br>c. What is your delivery time?<br>d. What is your delivery cost? <br>4. Product Price<br>a. What is your cost?<br>b. What is your pricing objective?<br>c. How much do you charge? <br>Format your report to include a cover page with the following: <br>1. Course No/Title<br>2. Name of the Professor and Course Term/Month<br>3. Team Number and Designated Team Leader<br>4. Team member names and NU ID numbers. <br>Compile all segments to finalize your 15-page report.<br>Cite<br>a minimum of 25 sources using APA format to include a required reference list. <br> <br>**Grading**<br>This assignment is worth 200 points and is due on Sunday. For more specifics on how this will be graded, refer to the rubric. |
| | |
| Due on May 23, 2026 11:59 PM |
Bottom of Form
**## InternationalBusinessPlanAssignment3-TEAM1.docx**
1
**Beyond the Workshop: China’s 2026 Green Pivot and the Rise of**
**_Eco-Aura_**
International Business Plan: Assignment 3
**Course No/Title:** IBU430 Survey of Global Business
**Professor:** Dr. Judith Parker
**Term/Month:** May 2026
**Team Number:** 01
**Designated Team Leader:** Amber Acosta
**Team Members:** Amber Acosta (901173680), Ryan Applegarth (900910495), Tiffainy Casey (900703093), Alfonso Cervantes (901376454)
**Assigned Foreign Nation: People’s Republic of China**
**Trade Agreements and Regional Integration: When we look at the trade landscape between the United States and China in 2026, it’s clear that we are navigating a managed trade environment rather than a free one. Currently, there is no formal Free Trade Agreement (FTA) between the two nations. Instead, our operations are shaped by the long-standing legacy of the Phase One agreement and a series of Section 301 tariffs that have remained a fixture of the bilateral relationship (Hill, 2022). In fact, with the U.S. Trade Representative’s recent initiation of the second four-year review of these tariffs just this month, the high cost of moving goods across the Pacific is clearly here to stay (Thompson Hine, 2026). For Eco-Aura, this lack of a formal trade deal acts as a massive trade barrier, making it much more expensive to export finished goods from the U.S. than to simply build them locally (Hill, 2022).**
By choosing to produce locally, we successfully avoid the trade diversion effects that usually occur when high bilateral tariffs force companies to shift their supply chains to less efficient locations (Hill, 2022). Instead, our strategy focuses on trade creation within the Asian market. While the U.S. is not a member of the Regional Comprehensive Economic Partnership (RCEP), the world’s largest trade bloc, our status as a Wholly Owned Subsidiary based in China makes Eco-Aura an insider to that bloc's rules of origin (Hill, 2022). This is a game-changer for us. It means that while American-based exporters are facing a trade fortress, Eco-Aura can move goods between China and other RCEP markets, like Japan or South Korea, under much more favorable terms, turning our Foreign Direct Investment into a powerful regional advantage (Hill, 2022).
To further sharpen our edge, we plan to locate our primary operations within one of China's Pilot Free Trade Zones (FTZs), such as the newly expanded network that now includes 23 zones as of April 2026 (China Briefing, 2026). These zones are essentially testing grounds for economic reform where we can find streamlined customs procedures and, in certain jurisdictions like Shanghai or Hainan, a reduced corporate income tax rate of 15% (MSA Asia, 2026). For a sustainability-focused brand like ours, these FTZs are particularly attractive because they have been shown to significantly boost a company’s environmental and social responsibility performance (MDPI, 2023). By positioning ourselves in a Pilot FTZ, we aren't just dealing with a lack of trade agreements; we are strategically using China's own domestic green incentives to turn a challenging trade environment into a major location-specific advantage (State Council, 2025).
**Ultimately, the complex trade relationship between the United States and China is the single most influential factor in our business model. While the lack of a formal agreement creates a high-tariff environment, it also forces us to lean into China’s greatest strength: its unmatched leadership in sustainable textile production. By situating our production within their established infrastructure, we gain access to advanced green manufacturing that simply cannot be replicated in the U.S. or other regional markets. Rather than fighting against trade tensions, Eco-Aura is choosing to align itself with China’s national economic priorities under the 15th Five-Year Plan. This strategic alignment doesn't just lower our operational risk; it secures our long-term market positioning and turns a challenging diplomatic climate into a launch pad for our future global expansion.** **Strategic Risk Mitigation and Contingency Planning: While our entry strategy for China is strong, we aren't ignoring the fact that running a Wholly Owned Subsidiary (WFOE) in today's geopolitical climate is a complex balancing act. One of our biggest hurdles is what we call the compliance paradox created by Decree No. 834. Essentially, to satisfy U.S. transparency and supply chain laws, we need to audit every level of our production. However, under China’s 2026 regulations, that kind of deep data collection can actually be seen as a threat to their national supply chain security (State Council, 2026). To solve this, we plan to work with state-sanctioned Chinese auditing firms to verify our sustainability metrics. This allows us to give our international stakeholders the transparency they need without accidentally tripping over local anti-espionage or data security laws (Hill, 2022).**
Our strategy is further supported by the 2026 Business Climate Survey conducted by the American Chamber of Commerce in China, which highlights that while regulatory hurdles remain, a majority of U.S. firms continue to see China as a top priority for investment due to its massive market size and unparalleled supply chain depth (AmCham China, 2026). This resilience among American firms reinforces our belief that the location-specific advantages of the Chinese market outweigh the current diplomatic frictions, provided a firm maintains a high level of local operational awareness (Hill, 2022).
We are also keeping a close eye on the Guochao movement, where local consumers are increasingly leaning toward brands that feel authentically Chinese (Hill, 2022). Being an American-owned brand, we run the risk of being seen as a cultural outsider. Our plan to beat this is simple: we aren't going to market ourselves as a Western import. Instead, we’re positioning Eco-Aura as a partner in China’s own green transition. By using local carbon-capture technology and tapping into the Island Holiday aesthetic that’s trending right now, we can move past those ethnocentric barriers. Finally, to fix the isolation risk of not having a local partner, we are going all-in on Strategic Alignment with the 15th Five-Year Plan. By becoming essential to China’s green development goals, we earn a level of insider protection that most foreign-owned companies just don’t have (Hill, 2022; State Council, 2025).
**References**
AmCham China. (2026, February 1).
_2026 China business climate survey: Insights from the_
_American Chamber of Commerce_ [Video]. YouTube.
[https://www.youtube.com/watch?v=QbgsxG-dT5Q](https://www.youtube.com/watch?v=QbgsxG-dT5Q)
China Briefing. (2026, April 21).
_China's free trade zone expands to 23 with Inner Mongolia_
_addition_.
[https://www.china-briefing.com/news/chinas-inner-mongolia-ftz-investor-guide/](https://www.china-briefing.com/news/chinas-inner-mongolia-ftz-investor-guide/)
Hill, C. W. L. (2022).
_Global Business today_ (12th ed.). McGraw Hill.
MDPI. (2023).
_China's pilot free trade zones and company's sustainability performance_.
[https://www.mdpi.com/2071-1050/15/19/14632](https://www.mdpi.com/2071-1050/15/19/14632)
MSA Asia. (2026, April 29).
_Expert guide: China's 21 free trade zones in 2026_.
[https://msadvisory.com/china-free-trade-zones/](https://msadvisory.com/china-free-trade-zones/)
State Council of the People’s Republic of China. (2025).
_The 15th five-year plan for national_
_economic and social development (2026–2030)_.
Thompson Hine. (2026, May 6).
_USTR initiates second four-year review of Section 301 tariff_
_actions on imports of certain Chinese products_.
[https://www.thompsonhinesmartrade.com/2026/05/ustr-initiates-second-four-year-review-of-section-301-tariff-actions-on-imports-of-certain-chinese-products/](https://www.thompsonhinesmartrade.com/2026/05/ustr-initiates-second-four-year-review-of-section-301-tariff-actions-on-imports-of-certain-chinese-products/)
**IBUProject.docx**
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**assignment6gradingrubric.pdf**
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**## TEXTBOOK.docx**
**Required Course Textbook(s)**
· Global Business Today, 12th Edition
**By:** Hill, Charles
**ISBN:** 978-1-264-06750-3
**## LogoandClothingdesigns.docx**
## image1.png
## image3.png
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**## InternationalBusinessPlanAssignment5-TEAM1.docx**
1
**Beyond the Workshop: China’s 2026 Green Pivot and the Rise of**
**_Eco-Aura_**
International Business Plan: Assignment 5
**Course No/Title:** IBU430 Survey of Global Business
**Professor:** Dr. Judith Parker
**Term/Month:** May 2026
**Team Number:** 01
**Designated Team Leader:** Amber Acosta
**Team Members:** Amber Acosta (901173680), Ryan Applegarth (900910495), Tiffainy Casey (900703093), Alfonso Cervantes (901376454)
**Assigned Foreign Nation: People’s Republic of China**
To establish our presence in the Chinese market, Eco-Aura will utilize a Wholly Owned Subsidiary (WOS) through a Greenfield Investment. While other entry modes like licensing or joint ventures might offer a quicker or lower-cost path to entry, they carry significant risks regarding our most valuable asset: our proprietary carbon-capture textile technology. According to internalization theory, when a firm’s competitive advantage is based on unique technological know-how, a WOS is the preferred route because it provides the tight control necessary to protect intellectual property from potential leakage to competitors (Hill, 2022). This is further supported by the research of Meyer and Estrin (1999), who explain that "greenfield entry is… preferred by firms with product-specific or industry-specific core competences" (p. 16). By owning 100% of our operations, we ensure that our specialized manufacturing processes remain entirely within the firm, avoiding the know-how risks often associated with licensing agreements in complex legal environments (Hill, 2022).
The choice of a Greenfield Investment, starting our operations from the ground up, is particularly optimal given our focus on sustainable, Intelligent Manufacturing. Most existing apparel facilities in the region are built for traditional, high-pollution textile production. As Meyer and Estrin (1999) point out,
**"** a greenfield project gives the investor the opportunity to create an entirely new organization to its own specification" (p. 1). By choosing a Greenfield approach, we can custom-build our facility to meet the strict Industrial Products Green Design Guidelines (2026), a national framework issued in April 2026 that mandates lifecycle-based eco-design principles (ChemLinked, 2026). Furthermore, by aligning with the 2025 Catalogue of Industries for Encouraged Foreign Investment, which became effective in February 2026, Eco-Aura qualifies for significant government incentives, including customs duty exemptions on imported manufacturing equipment and preferential land-use policies (Roedl & Partner, 2026). This allows us to embed our specific organizational culture and green routines into the workforce more effectively than we could through a merger or acquisition, where we would have to undo the legacy habits and inefficient infrastructures of an established firm (Hill, 2022).
Furthermore, this entry strategy acts as a critical hedge against the high-tariff environment discussed in our previous trade analysis. By establishing a physical manufacturing footprint within a Chinese Pilot Free Trade Zone, we transform Eco-Aura from a foreign exporter into a local producer. This not only allows us to bypass Section 301 tariffs but also grants us insider status within the Regional Comprehensive Economic Partnership (RCEP), enabling us to use China as a high-efficiency hub for the broader Asian market (Hill, 2022). Ultimately, the higher initial cost and risk of a Greenfield WOS are justified by the long-term strategic alignment it provides with China’s green development goals and the total control it affords over our global brand image.
#### **References** ChemLinked. (2026, April 17). _China releases industrial products green design guidelines_ _(2026)_. [https://chemical.chemlinked.com/news/chemical-news/china-releases-industrial-products-green-design-guidelines-2026](https://chemical.chemlinked.com/news/chemical-news/china-releases-industrial-products-green-design-guidelines-2026) Hill, C. W. L. (2022). _Global Business today_ (12th ed.). McGraw Hill. Meyer, K. E., & Estrin, S. (1999). _Entry mode choice in emerging markets: Greenfield,_ _acquisition, and brownfield_. Centre for Economic Performance, London School of Economics and Political Science. [https://safe.menlosecurity.com/doc/cloudview/viewer/docND6DE4737690Efedbf919733e2556e750d79b5886242750b5761a05f0d0e4d614deb444afa2f4](https://safe.menlosecurity.com/doc/cloudview/viewer/docND6DE4737690Efedbf919733e2556e750d79b5886242750b5761a05f0d0e4d614deb444afa2f4) Roedl & Partner. (2026, February 3). _China's new catalogue for encouraged foreign investment –_ _effective from February 2026_. [https://www.roedl.com/en/insights/chinas-new-catalogue-foreign-investments-2026](https://www.roedl.com/en/insights/chinas-new-catalogue-foreign-investments-2026)
**## TeamAssignment6instructions.docx**
Team Assignment 6: Create the 4Ps of Marketing (Marketing Mix) and finalize the International Business Project (IBP)
Top of Form
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| Hide Assignment Information |
| Group Category | |
| International Business Project (IBP) |
| Group Name | |
| Group 1 |
| Instructions | |
| **Background**<br>In this assignment, you will collaborate with your team to develop your International Business Project assigned in Module 1. Continue working with your team to complete the fourth segment: Develop the 4 Ps of Marketing (Marketing Mix) (Module 4) to complete your IBP Report. <br>**Instructions**<br>Write<br>a 15-page report, International Business Plan, using Microsoft Word ® in which you address the following: <br> <br>**Company Proposal & Background (Module 1)**<br>Write 2-to 3 pages in which you include the following: <br>1. Research and select a country to do business in outside the United States. <br>2. Select a service, product, or idea. <br>3. Create a company name and logo and describe the meaning behind each of the following selections: <br>a. Name <br>b. Logo <br>c. Mission <br>d. Structure<br>**Trade Agreement (Module 2)**<br>Using two paragraphs, discuss the presence or absence of trade agreements associated with doing business with the country you selected. Make sure to address the following: <br>1. Specify if there is a trading agreement between the trading countries. <br>2. Explain the effects of the trade agreement (if this is the case) and how it impacts the service, product, or idea you have selected. <br>3. If no, explain the advantages or disadvantages of not having a trade agreement. <br>**Market Entry Strategy (Module 3)**<br>Select one of the following options to develop your market entry strategy. Explain your chosen strategy and why this approach was optimal for your company.<br>1. Licensing <br>2. Franchising<br>3. Joint Venture<br>4. Merger and Acquisition<br>5. Wholly Owned Subsidiary (WOS)<br>a. 100% acquiring<br>b. Greenfield Investment<br>c. Brownfield Investment <br>**4 Ps of Marketing (Marketing Mix) (Module 4)**<br>Explain the marketing objectives, strategies, and tactics addressing the following outline: <br>1. Product Range <br>a. What is your total, core, and auxiliary product?<br>b. What are the product's ingredients? <br>c. What are the product's features?<br>d. How is the product used?<br>e. What are the benefits of your product?<br>f. How much do you buy/produce?<br>g. Where do you buy/produce?<br>h. How do you package and label your product?<br>2. Advertising and Promotion<br>a. How do you package our product?<br>b. How do you advertise the product – TV, radio, Internet Web Site, newspaper?<br>c. How do you promote the product?<br>d. What is the theme and message of your advertisements? <br>3. Distribution or Place<br>a. Where do you start or enter the market?<br>b. How and where do you move the product?<br>c. What is your delivery time?<br>d. What is your delivery cost? <br>4. Product Price<br>a. What is your cost?<br>b. What is your pricing objective?<br>c. How much do you charge? <br>Format your report to include a cover page with the following: <br>1. Course No/Title<br>2. Name of the Professor and Course Term/Month<br>3. Team Number and Designated Team Leader<br>4. Team member names and NU ID numbers. <br>Compile all segments to finalize your 15-page report.<br>Cite<br>a minimum of 25 sources using APA format to include a required reference list. <br> <br>**Grading**<br>This assignment is worth 200 points and is due on Sunday. For more specifics on how this will be graded, refer to the rubric. |
| | |
| Due on May 23, 2026 11:59 PM |
Bottom of Form
**## InternationalBusinessPlanAssignment3-TEAM1.docx**
1
**Beyond the Workshop: China’s 2026 Green Pivot and the Rise of**
**_Eco-Aura_**
International Business Plan: Assignment 3
**Course No/Title:** IBU430 Survey of Global Business
**Professor:** Dr. Judith Parker
**Term/Month:** May 2026
**Team Number:** 01
**Designated Team Leader:** Amber Acosta
**Team Members:** Amber Acosta (901173680), Ryan Applegarth (900910495), Tiffainy Casey (900703093), Alfonso Cervantes (901376454)
**Assigned Foreign Nation: People’s Republic of China**
**Trade Agreements and Regional Integration: When we look at the trade landscape between the United States and China in 2026, it’s clear that we are navigating a managed trade environment rather than a free one. Currently, there is no formal Free Trade Agreement (FTA) between the two nations. Instead, our operations are shaped by the long-standing legacy of the Phase One agreement and a series of Section 301 tariffs that have remained a fixture of the bilateral relationship (Hill, 2022). In fact, with the U.S. Trade Representative’s recent initiation of the second four-year review of these tariffs just this month, the high cost of moving goods across the Pacific is clearly here to stay (Thompson Hine, 2026). For Eco-Aura, this lack of a formal trade deal acts as a massive trade barrier, making it much more expensive to export finished goods from the U.S. than to simply build them locally (Hill, 2022).**
By choosing to produce locally, we successfully avoid the trade diversion effects that usually occur when high bilateral tariffs force companies to shift their supply chains to less efficient locations (Hill, 2022). Instead, our strategy focuses on trade creation within the Asian market. While the U.S. is not a member of the Regional Comprehensive Economic Partnership (RCEP), the world’s largest trade bloc, our status as a Wholly Owned Subsidiary based in China makes Eco-Aura an insider to that bloc's rules of origin (Hill, 2022). This is a game-changer for us. It means that while American-based exporters are facing a trade fortress, Eco-Aura can move goods between China and other RCEP markets, like Japan or South Korea, under much more favorable terms, turning our Foreign Direct Investment into a powerful regional advantage (Hill, 2022).
To further sharpen our edge, we plan to locate our primary operations within one of China's Pilot Free Trade Zones (FTZs), such as the newly expanded network that now includes 23 zones as of April 2026 (China Briefing, 2026). These zones are essentially testing grounds for economic reform where we can find streamlined customs procedures and, in certain jurisdictions like Shanghai or Hainan, a reduced corporate income tax rate of 15% (MSA Asia, 2026). For a sustainability-focused brand like ours, these FTZs are particularly attractive because they have been shown to significantly boost a company’s environmental and social responsibility performance (MDPI, 2023). By positioning ourselves in a Pilot FTZ, we aren't just dealing with a lack of trade agreements; we are strategically using China's own domestic green incentives to turn a challenging trade environment into a major location-specific advantage (State Council, 2025).
**Ultimately, the complex trade relationship between the United States and China is the single most influential factor in our business model. While the lack of a formal agreement creates a high-tariff environment, it also forces us to lean into China’s greatest strength: its unmatched leadership in sustainable textile production. By situating our production within their established infrastructure, we gain access to advanced green manufacturing that simply cannot be replicated in the U.S. or other regional markets. Rather than fighting against trade tensions, Eco-Aura is choosing to align itself with China’s national economic priorities under the 15th Five-Year Plan. This strategic alignment doesn't just lower our operational risk; it secures our long-term market positioning and turns a challenging diplomatic climate into a launch pad for our future global expansion.** **Strategic Risk Mitigation and Contingency Planning: While our entry strategy for China is strong, we aren't ignoring the fact that running a Wholly Owned Subsidiary (WFOE) in today's geopolitical climate is a complex balancing act. One of our biggest hurdles is what we call the compliance paradox created by Decree No. 834. Essentially, to satisfy U.S. transparency and supply chain laws, we need to audit every level of our production. However, under China’s 2026 regulations, that kind of deep data collection can actually be seen as a threat to their national supply chain security (State Council, 2026). To solve this, we plan to work with state-sanctioned Chinese auditing firms to verify our sustainability metrics. This allows us to give our international stakeholders the transparency they need without accidentally tripping over local anti-espionage or data security laws (Hill, 2022).**
Our strategy is further supported by the 2026 Business Climate Survey conducted by the American Chamber of Commerce in China, which highlights that while regulatory hurdles remain, a majority of U.S. firms continue to see China as a top priority for investment due to its massive market size and unparalleled supply chain depth (AmCham China, 2026). This resilience among American firms reinforces our belief that the location-specific advantages of the Chinese market outweigh the current diplomatic frictions, provided a firm maintains a high level of local operational awareness (Hill, 2022).
We are also keeping a close eye on the Guochao movement, where local consumers are increasingly leaning toward brands that feel authentically Chinese (Hill, 2022). Being an American-owned brand, we run the risk of being seen as a cultural outsider. Our plan to beat this is simple: we aren't going to market ourselves as a Western import. Instead, we’re positioning Eco-Aura as a partner in China’s own green transition. By using local carbon-capture technology and tapping into the Island Holiday aesthetic that’s trending right now, we can move past those ethnocentric barriers. Finally, to fix the isolation risk of not having a local partner, we are going all-in on Strategic Alignment with the 15th Five-Year Plan. By becoming essential to China’s green development goals, we earn a level of insider protection that most foreign-owned companies just don’t have (Hill, 2022; State Council, 2025).
**References**
AmCham China. (2026, February 1).
_2026 China business climate survey: Insights from the_
_American Chamber of Commerce_ [Video]. YouTube.
[https://www.youtube.com/watch?v=QbgsxG-dT5Q](https://www.youtube.com/watch?v=QbgsxG-dT5Q)
China Briefing. (2026, April 21).
_China's free trade zone expands to 23 with Inner Mongolia_
_addition_.
[https://www.china-briefing.com/news/chinas-inner-mongolia-ftz-investor-guide/](https://www.china-briefing.com/news/chinas-inner-mongolia-ftz-investor-guide/)
Hill, C. W. L. (2022).
_Global Business today_ (12th ed.). McGraw Hill.
MDPI. (2023).
_China's pilot free trade zones and company's sustainability performance_.
[https://www.mdpi.com/2071-1050/15/19/14632](https://www.mdpi.com/2071-1050/15/19/14632)
MSA Asia. (2026, April 29).
_Expert guide: China's 21 free trade zones in 2026_.
[https://msadvisory.com/china-free-trade-zones/](https://msadvisory.com/china-free-trade-zones/)
State Council of the People’s Republic of China. (2025).
_The 15th five-year plan for national_
_economic and social development (2026–2030)_.
Thompson Hine. (2026, May 6).
_USTR initiates second four-year review of Section 301 tariff_
_actions on imports of certain Chinese products_.
[https://www.thompsonhinesmartrade.com/2026/05/ustr-initiates-second-four-year-review-of-section-301-tariff-actions-on-imports-of-certain-chinese-products/](https://www.thompsonhinesmartrade.com/2026/05/ustr-initiates-second-four-year-review-of-section-301-tariff-actions-on-imports-of-certain-chinese-products/)
**IBUProject.docx**
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**assignment6gradingrubric.pdf**
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**assignment6gradingrubric.pdf**
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