Assignment Cover Sheet

Student Information (For group assignment, please state names of Grade/Marks

all members)

Name ID

PHAM THANH DUY E1900299

Module/Subject Information Office

Acknowledgement

Module/Subject Code MKT 302

Module/Subject Name STRATEGIC GLOBAL
MARKETING
Lecturer/Tutor/Facilitator TS. Trịnh Việt Dũng
Due Date October 18th , 2021
Assignment Title/Topic ASSIGNMENT INDIVIDUAL 1
Intake (where applicable) UFM
Word Count 2442 Date/Time
Declaration
- I/We have read and understood the Programme Handbook that explains on plagiarism, and I/we testify
that, unless otherwise acknowledged, the work submitted herein is entirely my/our own.
- I/We declare that no part of this assignment has been written for me/us by any other person(s) except where
such collaboration has been authorized by the lecturer concerned.
- I/We authorize the University to test any work submitted by me/us, using text comparison software, for
instances of plagiarism. I/We understand this will involve the University or its contractors copying my/our
work and storing it on a database to be used in future to test work submitted by others.
Note:
1) The attachment of this statement on any electronically submitted assignments will be deemed to have
the same authority as a signed statement.
2) The Group Leader signs the declaration on behalf of all members.

Signature: Date: October 18th ,2021

Email: thanhduyphm1@gmail.com

1
 ASSESSMENT CRITERIA:

The following criteria will form the basis of allocation of marks for this task:

Criteria Marks Marks Awarded

Allocated
Formats – introduction, conclusion, layout, paging,
paragraphing, margin, reference list, appendices, suitable 20
academic style and tone of writing.
Content – Exhibit understanding of concepts underlying
the assessment task. Able to analyse the industry 60
succinctly using the model. Able to internalize and relate
the concept and its effects on the day to day life. Ideas are
perceptive, original and viable. Appropriate analysis is
done, relevant examples, implications and etc.
Quality of the work – clear development and organisation
of ideas, sources of data and info, correct use of APA style
referencing and presentation of supporting materials and 20
error-free text and grammar. Submission of turn-it-in
report.

2
 E1900299-PHAM THANH DUY-18HELP02
Feedback/Comments*
Main Strengths

Main Weaknesses

Suggestions for improvement

Student acknowledge feedback/comments

Student’s signature:
Grader’s signature
Date: Date:
Note: 1. A soft and hard copy of the assignment shall be submitted.
2. The signed copy of the assignment cover sheet shall be retained by the marker.
3. If the Turn-it-in report is required, students have to submit it with the assignment. However,
departments may allow students up to THREE (3) working days after submission of the
assignment to submit the Turn-it-in report. The assignment shall only be marked upon the
submission of the Turn-it-in report.
*Use additional sheets if required.

2
 E1900299-PHAM THANH DUY-18HELP02

ASSIGNMENT 1: INDIVIDUAL 20%

Word Limit: range from 2,000 – 2,500 words Due Date: 18/10/2021 (Week 6, Monday)

Rationale:
This task is designed to test student’s understanding on the fundamentals of international
marketing as well as the ability on academic writing skills. The task also examines student’s
ability to collect information based on any interesting topic of their choice and present in a
frame that links them all and exhibit critical evaluation too.
Instruction:
William Greider (1997) had made some observations about the world economy. In addition to
those observations, discuss any other observations/pattern/trends that you think worth sharing
in order for us to understand better about the global economy today. What are the implications
of these trends on global marketing strategies of companies?

Note: William Greider’s observations are mentioned in Chapter 2 of the textbook.

3
 E1900299-PHAM THANH DUY-18HELP02

Table of Contents
CHAPTER I: INTRODUCTION ............................................................................................... 5

CHAPTER II: ANALYSIS OF COVID-19'S IMPACT ON THE GLOBAL ECONOMY ...... 6

2.1. How does Covid affect the global economy? .................................................................. 6

2.1.1. Capitalist countries: (Example: United States) ........................................................ 6

2.1.2. Socialist countries have capitalist characteristics: (Example: Viet Nam) ............... 7

2.2. The logistics industry affecting the market economy of the socialist country bears a
part of the character of capital in the context of the ongoing covid-19 pandemic. ................ 8

2.2.1. Supply chain context:................................................................................................ 8

2.2.2. Opportunities, challenges and solutions for businesses:.......................................... 9

2.2.2.1. Challenges and opportunities:............................................................................... 9

2.2.2.2. Solutions: ............................................................................................................... 9

2.3. The logistics industry affects the market economy of the capitalist country in the
context of the ongoing covid-19 pandemic. ......................................................................... 10

2.3.1. Supply chain context:.............................................................................................. 10

2.3.2. Challenges, opportunities and solutions for businesses:........................................ 11

2.3.2.1. Challenges and Opportunities: ............................................................................ 11

2.3.2.2. Solutions: ............................................................................................................. 11

CHAPTER III: CONCLUSION .............................................................................................. 13

REFERENCES ........................................................................................................................ 14

Bibliography ............................................................................................................................ 14

4
 E1900299-PHAM THANH DUY-18HELP02

CHAPTER I

INTRODUCTION

William Greider has analyzed the world economy, he has researched and pointed out
the following issues:

The movement of capital has replaced trade as the driving force of the world
economy. The world economy, not individual countries, is the dominant factor. The struggle
between capitalism and socialism that began in 1917 has ended. Manufacturing has been
separated from work and e-commerce is reducing the importance of national barriers and
forcing companies to re-evaluate business models.

So, with William Greider's argument, the socialist economy will disappear and the
capitalist economy will win, but capitalism has the character of socialism. The COVID
theme will highlight the issues William Greider studied about the world economy as the
COVID19 pandemic affects all countries of the world comprehensively and profoundly and is
rapidly evolving into something complex and unpredictable, pushing the world and many
countries into dual health. and the economic crisis in the capitalist and socialist countries.
Economically, most countries have fallen into a severe recession and the global economy and
trade have declined dramatically.

Especially for the logistics industry, covid has delayed the movement of goods
between countries, which has led companies to find urgent solutions so as not to disrupt the
supply chain.

5
 E1900299-PHAM THANH DUY-18HELP02

CHAPTER II

ANALYSIS OF COVID-19'S IMPACT ON THE GLOBAL ECONOMY

2.1. How does Covid affect the global economy?

Covid affects the global macroeconomic market:
2.1.1. Capitalist countries: (Example: United States)
Before the outbreak, the US economy was doing admirably. Unemployment is at a
50-year low, and inflation is also below the Fed's 2.0 percent target. However, as we closed
most of the US economy, “real” GDP growth (i.e. the rate of increase or decrease in
economic growth over the previous year, “adjusted” for inflation) fell by a staggering 31.40
percent during the second quarter. This is a number not seen since the Great Depression.

Unemployment reached 14.7% earlier this year, the highest level since World War II.
Despite falling for the fifth month in a row, the figure is still well above the 3.5% recorded in
February. Meanwhile, people who have been laid off from the leisure and hospitality, and
aviation industries are wondering if help will be provided.

Consumer spending drives the US economy. Consumers spend, businesses earn and
the economy grows. There are currently 6.8 million more unemployed than in February. With
so many people on the sidelines, can the economy thrive? No, most likely. Assuming
Washington takes another stimulus measure at some point (almost certain), consumer
spending won't drop as much as it should. Even so, there is a risk of waiting too long.

The labor market appears to have irrevocably changed. First, while companies were
already using technology to replace jobs before the epidemic, this trend is accelerating. In
addition, when companies seek to maximize profits, this trend can accelerate more quickly.
Then, with so many people working from home, some businesses will continue to do so,
reducing the demand for commercial real estate. This decrease in demand can lead to a
decrease in the value of CRE and rental rates. Eventually, many businesses go out of
business, leaving their employees to look for new jobs. With more people seeking fewer
positions, it can result in a job market that favors employers, resulting in slower wage growth.

6
 E1900299-PHAM THANH DUY-18HELP02

2.1.2. Socialist countries have capitalist characteristics: (Example: Viet Nam)

The crisis has had a negative impact on many sectors in Vietnam, and COVID-19-
related losses may not be completely represented in data. The economic impact is evident,
notably in the aviation and tourist industries, which are among the most hit globally. Vietnam
Airlines, the country's sole carrier, has estimated that the cost of route closures will be over
US$1.3 billion. The tourist industry in Vietnam is estimated to lose between $5.9 and $7
billion.

In late March, Prime Minister Nguyen Xuan Phuc issued Directives No. 15 and No.
16, which introduced measures such as countrywide social separation. These efforts have
been effective, but the drop in demand has had an impact on numerous economic sectors,
including restaurants, stores, theaters, and entertainment places. Even when social separation
measures are loosened, non-essential enterprises stay shuttered. To avoid internal epidemics,
Vietnam's international entrance restrictions remain in force. It is projected that up to 10.3
million employees might lose their employment or have their wages reduced. Vietnam's GDP
growth might slow from 7% in 2019 to 4% in 2020.
National strategies of social distance have had social and cultural ramifications. These
include the closure of theaters, sports centers, and other non-essential services, as well as the
suspension of religious ceremonies, large festivals, and outdoor gatherings.

Although Vietnam is on the correct road in combating COVID-19, the management

reaction, as in other nations, has had a negative impact on the community. However,
according to an international study, 62% of participants believe Vietnam is doing the
"appropriate amount," the greatest percentage among the 45 nations polled.

7
 E1900299-PHAM THANH DUY-18HELP02

2.2. The logistics industry affecting the market economy of the socialist country bears a
part of the character of capital in the context of the ongoing covid-19 pandemic.
2.2.1. Supply chain context:
COVID-19 creates new problems for global value chains by disrupting both supply
and demand for commodities.

The embargo on external suppliers and the disruption of logistics services in Vietnam
have an impact on the electronic value chain, impacting the transit of raw materials and
electronic components and the delivery of finished products to customers.

This disruption highlights the constraints of the remote supply system. Traditional
clothing companies, for example, buy fabrics in Asia, cut them into clothing in other
countries, and ship them to the United States or Europe. Remote supply networks can hinder
a company's ability to respond quickly to crises and lead to stockpiling.

As a result, the pandemic has provided a fresh push for the development of a more
adaptable production network, hastening the trend of restructuring global value chains in the
context of rising protectionism. Long-standing ties exist between important multinational
corporations (MNEs) and their main suppliers, which form the foundation of global value
chains. These businesses are likewise concerned with maintaining their major suppliers alive
and well.

The pandemic has proven the value of bringing different elements of the company
closer together in order to create and sustain more robust and resilient production networks
for many MNEs. The panel discussion focused on global value chains that are focused on
local communities and supply networks that are closer to the retail market. MNEs are
bridging the supply-demand gap and integrating more vertically to increase production
flexibility and sustainability.

For instance, on August 11, 2021, Viettel Post information said that as soon as the
case of F0 was detected at Viettel Logistics Company - Ha Noi, the unit coordinated with the
local government to implement measures to prevent and control the epidemic temporarily to
spray disinfectant, review and guide cases related to health monitoring. This unit quickly
organized a large-scale PCR test for at-risk staff according to information after tracing. In the

8
 E1900299-PHAM THANH DUY-18HELP02

morning of August 12, this unit has stabilized and is continuing to transport and receive
goods as normal. However, some post offices are located in the quarantined area. Viettel Post
will temporarily stop operating at the request of the locality.

2.2.2. Opportunities, challenges and solutions for businesses:

2.2.2.1. Challenges and opportunities:
COVID19 accelerates the digitization process. Blocking workers, for example, offers
companies significant incentives to automate certain activities, support digitization and the
use of online platforms. Travel restrictions are driving online sales and e-commerce, enabling
businesses to reach new customers with their goods and services. 3D printing technology is
growing because of its ability to reduce supply chains and accelerate time to market. Some
adjustments occurred before the pandemic, but are currently being accelerated to help
companies adapt better to the new normal.

By integrating more production processes into one site, apparel supply chains are
becoming more responsive and environmentally friendly. The primary issue, however, is
collaborating with other businesses in the value chain as well as with the government. To take
advantage of economies of scale, substantial investments from suppliers are necessary, which
is only achievable when a few major players combine demand.

2.2.2.2. Solutions:
Policies that encourage business-to-business (B2B) digital connection, talent and
capacity building, and infrastructure auxiliary logistics can help to extend and improve
supply networks. A coordinated strategy between the government and the business sector is
expected to become increasingly essential in the future. Such collaboration may assist
developing nations in promoting technology adoption and dissemination, strengthening local
enterprises' capabilities, and implementing innovative methods to attract foreign direct
investment (FDI), particularly from businesses that provide value to the domestic supply
chain.

9
 E1900299-PHAM THANH DUY-18HELP02

2.3. The logistics industry affects the market economy of the capitalist country in the
context of the ongoing covid-19 pandemic.
2.3.1. Supply chain context:
Since then, the epidemic has upended global supply chains, causing factories to close,
transportation to be delayed, and access to labor and component components to be interrupted
across the world.
The most serious short-term problems are unexpected shocks and spikes in demand,
which cause imbalances in the supply chain when inadequate supply causes delays or
disruptions in meeting demand.
For example, personal safety products such as surgical masks and surgical gowns, for
example, are in limited supply globally until companies gradually increase production despite
global lockdown constraints. As more businesses start working from home, the demand for
consumer goods such as fitness and office equipment is increasing, resulting in a temporary
supply shortage.
Such surges in demand are sometimes exacerbated by shortages in the supply of
critical materials or components.
The automotive sector, which relies on a global network of suppliers of precision
materials and components, is one of the most vulnerable to disruption. When China was
locked down for 76 days in January, a lack of critical parts from China caused Hyundai to
suspend production for more than a week.
According to the Everstream Analytics report, capacity shortages, disruptions, and
limitations in air transportation (63.1 percent), land transportation (48.7 percent) and shipping
(42.6 percent) caused the biggest problems for logistics operations during the epidemic.

Air freight was among the most hit, with several passenger flight cancellations as a
result of nations' border restrictions aimed at limiting the spread of the coronavirus. Due to
the grounding of aircraft fleets, global scheduled air freight capacity fell 70.5 percent year on
year in July 2020.

Restrictions on cross-border movements, such as stricter border checks and

mandatory quarantines, reduce land transport capacity. Meanwhile, reductions in the port
workforce due to Covid-19 limitations increased empty departures and container supply
constraints sent shipping costs up in early 2021.

10
 E1900299-PHAM THANH DUY-18HELP02

On January 29, 2020, DHL Resilience360, for example, published a report on

resilience entitled “The Novel Coronavirus: Impact on Supply Chain Operations During
Chinese New Year". Even at this early stage, the study found serious disruptions to air freight
and vessel congestion on the Yangtze River near Wuhan, indicating potential problems in the
supply chain. Starting in early March with northern Italy, then most of Europe and North
America, more and more countries were blocked, with most non-essential business activities
suspended and people confined to their homes. Due to border closures for international
visitors and other travel restrictions, airlines have completely or partially ceased operations,
resulting in a significant reduction in carrying capacity.

2.3.2. Challenges, opportunities and solutions for businesses:

2.3.2.1. Challenges and Opportunities:
Companies all across the world are tackling these issues straight on, fixing supply
chain gaps via supply chain transformation. It's also effective.

Accenture, for example, worked with a multinational consumer products business

with a highly dispersed and walled organizational structure. When COVID-19 began to
wreak havoc in numerous locations, the company's supply and demand volatility skyrocketed.
It was critical that they maintain their items and move them to the appropriate locations. They
rapidly discovered, however, that their fragmented silos made quick, intelligent decisions
impossible.

When confronted with the problem, instead of continuing to operate with a less-than-
ideal framework, the firm made the difficult but wise decision to replace it. Under normal
conditions, a big adjustment might be difficult.

2.3.2.2. Solutions:
To address the problem, they consolidated business data and developed a digital twin
capability. This enabled corporate supply chain and operations leaders to enhance decision
making at the "nerve center" to meet market issues. It has been shown to be a helpful method
for aligning choices across the organization. Working with fully fact-based data, their
judgments may now be more quick, focused, and integrated.

11
 E1900299-PHAM THANH DUY-18HELP02

With one courageous, daring step, this company's Chief Supply Chain Officer began
to address nearly all of the major issues that supply networks confront. Of course, there is
more work to be done, but he has expedited his company's transition.

As volume shifts from conventional channels to e-commerce or new channels in the

COVID-19, it emphasizes unpredictability and raises supply chain costs. Prior to the
pandemic, consumers who made less than 25% of their purchases online saw a global
increase of 160 percent. This is only one of several developments, ranging from a rise in
customer demand for product traceability and sustainability to a preference for firms with
which they believe they have a purpose other than profit.

12
 E1900299-PHAM THANH DUY-18HELP02

CHAPTER III

CONCLUSION

In short, William Greider made accurate statements about a capitalist economy

winning over a socialist economy. A typical country like the US is always at the forefront of
most trends in all fields, the fact that a socialist country but has some capitalist characteristics
like Vietnam always has to optimize and update new trends as well as following capitalist
countries to develop and match the global economy.

"Using supply chain visibility and risk management technologies, companies can
respond more quickly during crises and make data-driven choices." "The current crisis is a
good time to start the path to supply chain resilience," Kamal added.

Adopting these measures will prepare global manufacturers and supply chain experts
for greater volatility as governments seek to contain the spread of the pandemic.

Coping with the effects of a pandemic is proving more difficult than dealing with
natural disasters and global trade wars. Only the most adaptable and flexible solutions can
reduce their impact and assist supply chains in addressing the operational and business
challenges that lie ahead.

13
 E1900299-PHAM THANH DUY-18HELP02

REFERENCES

Bibliography
DHL. (2021, March 4th). Retrieved from https://lot.dhl.com/: https://lot.dhl.com/one-year-after-covid-
19-struck-how-have-supply-chains-been-impacted/

Blog, B. F. (2021, April 22th). Accenture. Retrieved from https://www.accenture.com/:

https://www.accenture.com/us-en/blogs/business-functions-blog/crisis-as-a-catalyst-to-face-
supply-chain-challenges

DHL, D. P. (2020, February 24th). DHL. Retrieved from https://www.dhl.com/:

https://www.dhl.com/content/dam/dhl/global/core/documents/pdf/glo-core-post-covid-eme-
white-paper.pdf

FRANCESCA DE NICOLA, J. T. (2020, September 10th). World Bank Blogs. Retrieved from
https://blogs.worldbank.org/: https://blogs.worldbank.org/vi/eastasiapacific/covid-19-thay-
doi-chuoi-gia-tri-toan-cau-nhu-nao-bai-hoc-tu-ethiopia-va-viet-nam

Minh Cuong Duong, U. (2020, June 9th). East Asia Forum. Retrieved from
https://www.eastasiaforum.org/: https://www.eastasiaforum.org/2020/06/09/the-impacts-of-
covid-19-on-vietnam-and-ways-to-move-forward/

Patton, M. (2020, October 12th). Forbes. Retrieved from forbes.com:

https://www.forbes.com/sites/mikepatton/2020/10/12/the-impact-of-covid-19-on-us-
economy-and-financial-markets/?sh=30c881472d20

Sơn, M. (2021, August 11th). Vietnam+. Retrieved from https://www.vietnamplus.vn/:

https://www.vietnamplus.vn/dam-bao-chuoi-cung-ung-sau-khi-nhan-vien-viettel-post-mac-
covid19/733023.vnp

14
MKT302_ASS1_PHAM THANH DUY_E1900299
ORIGINALITY REPORT

19 %
SIMILARITY INDEX
6%
INTERNET SOURCES
0%
PUBLICATIONS
19%
STUDENT PAPERS

PRIMARY SOURCES

1
www.forbes.com
Internet Source 3%
2
Submitted to HELP UNIVERSITY
Student Paper 2%
3
Submitted to College of the Canyons
Student Paper 2%
4
Submitted to Hoa Sen University
Student Paper 2%
5
Submitted to Westminster International
University in Tashkent
2%
Student Paper

6
Submitted to University of Bolton
Student Paper 2%
7
Submitted to Swinburne University of
Technology
1%
Student Paper

8
Submitted to Renaissance International
School
1%
Student Paper
9
Submitted to RMIT University
Student Paper 1%
10
Submitted to University of Witwatersrand
Student Paper 1%
11
quizlet.com
Internet Source 1%
12
Submitted to PSB Academy (ACP eSolutions)
Student Paper 1%
13
Submitted to Asia e University
Student Paper <1 %
14
Submitted to University of Sunderland
Student Paper <1 %

Exclude quotes Off Exclude matches Off

Exclude bibliography On