Edexcel A Level Business Theme 4 Revision Notes

4.1 - Globalisation

4.1.1 Growing economies

The UK economy grows at relatively modest rates compared to emerging economies - countries with increasing growth rates but relatively low income per capita. Growing economic power is concentrated particularly in Asia (China, India, South Korea, Vietnam), Africa (Nigeria, Ethiopia, Kenya), and Latin America (Brazil).

Indicators of economic growth:

GDP per capita

Gross Domestic Product divided by population - a measure of average income per person. Rising GDP per capita indicates growing consumer purchasing power and expanding market opportunities for businesses. The key driver of demand for consumer goods and services.

Literacy rate

The proportion of the population able to read and write. High literacy supports a more productive, skilled workforce and enables consumers to engage with product information and digital commerce. Rising literacy is a leading indicator of longer-term development.

Health

Measured by indicators such as life expectancy and infant mortality. A healthier population is more economically productive. Improvements in health indicate rising living standards and typically accompany growth in income and consumer spending.

Human Development Index (HDI)

A composite indicator combining GNI per capita, life expectancy, and education level (literacy and school enrolment). Published by the UN; provides a broader picture of development beyond economic output alone. Countries with rising HDI scores represent growing markets and increasingly attractive labour pools.

Implications of economic growth for businesses:

Trade opportunities

As incomes in emerging economies rise, demand for consumer goods, technology, financial services, and higher-value products grows. UK and other developed-country businesses can access these new markets through exports, joint ventures, or establishing local operations.

Employment patterns

Growth in emerging economies shifts global employment patterns - manufacturing jobs move from developed countries (contributing to UK manufacturing decline) to lower-cost emerging economies. This creates opportunities (cheaper production bases) and threats (competition for UK manufacturers).

Questions on emerging economies often ask you to evaluate whether relocating to an emerging economy is a good decision. Consider: cost savings, access to new markets, and risks (political instability, quality control, reputational concerns about working conditions).

4.1.2 International trade and business growth

Imports

Goods and services bought by domestic consumers or businesses from producers in other countries. Imports represent an outflow of money from the domestic economy.

Exports

Goods and services produced domestically and sold to buyers in other countries. Exports generate revenue inflows and can drive business growth beyond the limits of the domestic market.

Specialisation

A country or business focuses on producing the goods or services it can produce most efficiently or at lowest relative cost, and trades for other goods it needs. Increases total output and allows both parties to benefit from trade.

Comparative advantage

A country has a comparative advantage in producing a good if it can do so at a lower opportunity cost than other countries. Countries benefit from specialising in goods where they have comparative advantage and trading for the rest - both countries can gain from trade even if one is absolutely more efficient at producing everything, because each gives up less by specialising in its comparative advantage.

Balance of payments - current account: a record of all transactions between a country and the rest of the world in a given period. The current account covers trade in goods (visible trade) and trade in services (invisible trade). A current account deficit means a country imports more than it exports; a current account surplus means the reverse. Businesses that export contribute to a surplus; businesses reliant on imported inputs contribute to a deficit.

Exports grow a business's revenue base and spread risk across multiple markets; imports allow businesses to source cheaper inputs or goods not available domestically. International trade links to 4.2.1 (push and pull factors for expansion).

4.1.3 Factors contributing to increased globalisation

Technological advancement

Internet and digital communications have dramatically reduced the cost of coordinating across borders. Businesses can manage global supply chains, market to international customers, and sell online worldwide.

Reduced transport costs

Containerisation of shipping has made transporting large volumes of goods over long distances very cheap. Lower freight costs make exporting viable for a much wider range of goods.

Trade liberalisation

The reduction or removal of trade barriers (tariffs, quotas) between countries. Driven by international agreements and organisations, making it easier and cheaper to trade internationally.

World Trade Organisation (WTO)

International body that promotes free trade by negotiating agreements to reduce trade barriers and resolving disputes between member countries. Has overseen significant reductions in tariffs since its predecessor (GATT).

Improved infrastructure

Better roads, ports, airports, and communications networks in many developing countries have made global supply chains more practical and reliable.

Financial deregulation

The removal of restrictions on capital flows between countries has made it easier for businesses and investors to move money internationally, funding overseas expansion and foreign direct investment.

Political change

The opening up of formerly closed economies (such as China and the post-Soviet states) to trade and investment, alongside the spread of market-friendly governments, has drawn vast new markets and workforces into the global economy.

Migration

Movement of people within and between economies supplies labour where it is needed, transfers skills, and builds cross-border business and consumer links that deepen global integration.

Growth of the global labour force

The entry of populous economies into world markets has hugely expanded the available workforce, giving businesses access to lower-cost labour and encouraging the relocation of production overseas.

Structural change

The shift of advanced economies away from manufacturing towards services, and the corresponding rise of manufacturing in developing economies, has reshaped global trade patterns and increased interdependence between nations.

4.1.4 Protectionism

Protectionism refers to economic policies that restrict imports in order to protect domestic industries from foreign competition.

Tariffs

A tax imposed on imported goods. Raises the price of imports, making domestic products relatively cheaper and more competitive.

Quotas

A limit on the quantity of a specific import allowed into a country over a given period. Restricts supply of imports, protecting domestic producers.

Subsidies

Government payments to domestic producers that reduce their costs and allow them to price more competitively against foreign rivals without needing a tariff.

Reasons governments use protectionism:

Protecting infant industries: new domestic industries may not yet be efficient enough to compete with established foreign rivals; protection gives them time to develop
Protecting sunset industries: declining industries may receive temporary protection to manage a gradual transition and reduce unemployment
Preserving jobs: import competition can cause unemployment in affected sectors
Improving the trade balance: reducing imports can narrow a current account deficit
Raising tax revenue: tariffs generate government revenue
Preventing unfair trade: responding to foreign subsidies or dumping (selling goods below cost to undercut domestic producers)

Protectionism has costs as well as benefits. Retaliation from trading partners can reduce export opportunities; domestic consumers pay higher prices; protected industries may become inefficient. Evaluate both sides in any question.

4.1.5 Trading blocs

A trading bloc is a group of countries that have agreed to reduce or remove trade barriers between themselves. The spec requires knowledge of three specific blocs and their expansion:

EU and the single market

The European Union is a political and economic union of member states. Its single market guarantees the free movement of goods, services, capital, and labour between members - removing tariffs, quotas, and regulatory barriers. The EU also has a common external tariff on non-member imports. Expansion: the EU has grown from 6 founding members (1957) to 27 members, extending the single market across most of Europe.

ASEAN

The Association of Southeast Asian Nations - a regional bloc of 10 member states (including Indonesia, Thailand, Vietnam, and the Philippines). The ASEAN Free Trade Area (AFTA) has progressively reduced tariffs on goods traded between members. Expansion: growing membership and deepening economic integration has created a large, fast-growing market of over 650 million people, attracting significant foreign investment.

NAFTA / USMCA

The North American Free Trade Agreement (1994) created a free trade area between the USA, Canada, and Mexico - eliminating tariffs on most goods traded between the three countries. Replaced by the USMCA in 2020 with updated terms. NAFTA/USMCA expanded cross-border supply chains, particularly in manufacturing (e.g. automotive), by making it cheaper to source components across North America.

Impact on businesses of trading blocs:

Benefits for businesses inside a bloc

Free access to a large single market without tariffs, quotas, or customs delays. Reduced costs of exporting and importing within the bloc. Larger customer base enables economies of scale. Easier to build cross-border supply chains. Common regulations reduce compliance complexity within the bloc.

Drawbacks for businesses outside a bloc

Exports into the bloc face the common external tariff, making them more expensive and less competitive than goods from within the bloc. Businesses may be pressured to relocate production inside the bloc to avoid the tariff barrier. Can restrict access to the most attractive markets.

Trade creation

When joining a bloc enables businesses to access new markets and sell higher volumes. Members replace higher-cost domestic production with cheaper imports from fellow members, lowering costs and increasing efficiency.

Trade diversion

The common external tariff causes members to buy from less efficient fellow members rather than more efficient non-members (who now face tariff barriers). Can increase costs for businesses that previously sourced cheaply from outside the bloc.

Questions may ask about the impact on a specific business of its country being inside or outside a bloc. Inside: tariff-free access to member markets, easier supply chains. Outside: exports face the external tariff, making them less price-competitive within the bloc.

4.2 - Global markets and business expansion

4.2.1 Conditions that prompt trade

Push factors

Conditions in the domestic market that push a business to seek international opportunities: saturated home market (limited growth potential), intense domestic competition, economic recession reducing domestic demand.

Pull factors

Attractive conditions in international markets that pull a business towards expansion: access to new, growing markets; lower production costs (offshoring); economies of scale; risk diversification across multiple markets.

Extending the product life cycle

Selling in multiple markets extends the life of a product that is maturing or declining at home. Entering new countries opens up fresh demand, prolonging sales and profitability beyond the limits of a single saturated market.

Push and pull factors often appear together in the same context. A business may be pushed by saturation at home and simultaneously pulled by a fast-growing overseas market. Identify both in a question where relevant.

4.2.2 Assessing a country as a market

Before entering a foreign market, a business must assess its attractiveness and suitability. Key factors include:

Political stability

An unstable political environment creates risk (sudden policy changes, nationalisation, conflict). Businesses need confidence that contracts will be honoured and property rights protected.

Infrastructure

Quality of roads, ports, telecommunications, internet access, and logistics networks. Poor infrastructure raises distribution costs and makes reliable supply difficult.

Disposable income and demographics

The income levels and purchasing power of the population determine whether there is sufficient demand for the product. Population size, age profile, and urbanisation affect market size and growth potential.

Level of competition

How many established competitors already serve the market? Is the market concentrated or fragmented? Strong incumbents may make entry difficult and costly.

Cultural and social factors

Consumer preferences, habits, values, and cultural practices vary across markets. Products and marketing must align with local culture (see 4.3.3).

Ease of doing business

Legal systems, regulatory requirements, levels of corruption, and bureaucracy all affect how straightforward and costly it is to operate in a country.

4.2.3 Assessing a country as a production location

The decision to locate production in a specific country depends on a different set of factors from the decision to enter it as a market:

Labour costs and skills

Lower labour costs reduce unit costs significantly for labour-intensive production. The availability of skilled workers is equally important; cheap but unskilled labour may require costly training or produce lower-quality output.

Infrastructure

Reliable transport networks, energy supply, and communications are essential for efficient production and distribution. Poor infrastructure raises operating costs and creates supply disruptions.

Location within a trading bloc

Producing inside a major trading bloc (e.g. the EU) avoids tariffs when selling to other bloc members, giving a significant cost advantage over producers based outside the bloc.

Government incentives

Many governments offer grants, tax breaks, or subsidies to attract foreign direct investment. These can substantially reduce the cost of setting up a facility.

Natural resource availability

Proximity to key raw materials reduces transport costs and secures supply. Relevant for businesses in extraction, agriculture, or resource-intensive manufacturing.

Political stability and ease of doing business

Production facilities require long-term investment; political instability or regulatory uncertainty creates unacceptable risk. Property rights protection and contract enforcement are essential.

Exchange rate

A weak domestic currency in the production location makes local labour cheaper in global terms, amplifying the cost advantage. If the location's currency appreciates, the labour cost advantage erodes. Exchange rate volatility adds uncertainty to cost forecasting for businesses that pay workers in local currency but sell in foreign markets.

Distinguish between assessing a market (demand side: income, competition, culture) and a production location (supply side: costs, infrastructure, incentives). Questions may ask about one or both.

4.2.4 Reasons for global mergers or joint ventures

Global merger

A permanent combination of two businesses from different countries into a single organisation. Requires full integration of operations, culture, and management. Complete loss of independence for both parties.

Joint venture

Two businesses from different countries share knowledge, resources, and skills to create a separate entity for a specific purpose or limited period. Both retain their independent existence. More flexible than a merger.

Reasons for global mergers or joint ventures:

Market access: a local partner provides market knowledge, established relationships, and distribution networks that would take years to build independently
Risk spreading: sharing the investment and exposure reduces the potential loss for each party
Economies of scale: combining operations allows larger-scale production and procurement at lower unit cost
Technology and expertise acquisition: gaining access to the other party's proprietary technology, processes, or specialist knowledge
Acquiring brand names or patents: taking on established national or international brand names, or patented products and processes, gives instant recognition and protected intellectual property that would be slow and costly to build from scratch
Securing resources and supplies: gaining reliable access to raw materials, components, or other key supplies, protecting the business against shortages and securing its supply chain
Regulatory requirements: some countries require a domestic partner for foreign businesses to operate (common in China)
Faster market entry: using an established local partner avoids the time required to build from scratch

Joint ventures are often preferred over mergers when both parties want to retain independence, or when one party has market knowledge and the other has capital or technology. Evaluate the trade-off: a merger gives more control but is permanent and harder to exit.

4.2.5 Global competitiveness

Global competitiveness is the ability of a business to perform better than rivals across international markets. It can be based on cost or on differentiation.

Exchange rates and global competitiveness:

Depreciation of the domestic currency

Makes exports cheaper in foreign currency terms, boosting demand from overseas customers. Makes imports more expensive, raising costs for businesses that rely on imported inputs. Helps exporters; hurts importers.

Appreciation of the domestic currency

Makes exports more expensive in foreign currency terms, reducing overseas demand. Makes imports cheaper. Hurts exporters competing on price; helps businesses that import raw materials or components.

Cost competitiveness methods:

Offshoring: relocating production (or business processes) to a lower-cost country
Outsourcing: contracting specialist third-party firms to perform functions (manufacturing, IT, customer service) more cheaply than doing them in-house
Economies of scale: larger global production volumes spread fixed costs over more units, reducing unit cost
Bulk purchasing: buying inputs in larger volumes globally to negotiate lower prices

Differentiation-based competitiveness: investing in product innovation; building a strong global brand; using advertising and superior customer service to justify premium prices and reduce price sensitivity.

Global competitiveness links directly to Theme 1 (PED, branding, pricing strategies) and Theme 2 (productivity, efficiency). Strong exam answers connect multiple themes to explain why a business is or is not globally competitive.

4.3 - Global marketing

4.3.1 Marketing in a global context

Standardisation

Using the same marketing mix (product, price, promotion, place) across all international markets. Advantages: significant cost savings; consistent global brand image; simpler management. Risk: ignores important local differences in culture, tastes, and regulations.

Adaptation

Tailoring elements of the marketing mix to suit each specific market. More effective at meeting local consumer needs; higher sales potential. Cost: higher investment in market research and localised campaigns; more complex to manage.

Glocalisation: a hybrid approach combining standardisation and adaptation. The core product and brand identity are kept globally consistent, while specific elements of the marketing mix (packaging, promotion, pricing, flavours) are adapted to local preferences. Widely used by global consumer brands.

Different marketing approaches:

Domestic / ethnocentric

The home-country approach is applied to all markets with minimal adaptation. The business assumes its domestic formula will work internationally. Lowest cost; highest risk of cultural misalignment. Appropriate for products with genuinely universal appeal or where cultural differences are minor.

Mixed / geocentric

A global strategy developed by the business's headquarters that attempts to balance global consistency with local adaptation - drawing on best practices from all markets rather than just the home country. The most sophisticated approach; suits large multinationals operating in many diverse markets.

International / polycentric

Each market is treated as unique; local managers in each country develop their own marketing strategy largely independently. Maximum local responsiveness; high cost due to duplication of effort and lack of global economies of scale. Appropriate where cultural differences are large and the business has established local operations.

Ansoff's Matrix applied to global markets: a strategic planning tool that maps growth strategies across two dimensions: products (existing or new) and markets (existing or new). The further a strategy moves from the existing product/existing market quadrant, the higher the risk. In a global context, it helps businesses assess how to expand internationally.

Market Penetration (lowest risk)

Existing products in existing markets. Increase market share in markets the business already operates in: through lower prices, increased promotion, loyalty schemes, or taking share from competitors. Lowest risk because the business has knowledge of both the product and the market. In a global context: growing share in a country where the business already trades.

Market Development (medium risk)

Existing products in new markets. Entering new geographic markets (countries or regions) with the current product range. This is the most common form of global expansion. Risk is moderate: the product is proven, but the business lacks knowledge of the new market's consumers, competition, and regulations. Requires significant market research before entry.

Product Development (medium-high risk)

New products in existing markets. Developing new or adapted products for markets the business already operates in. Risk is higher because of the investment in R&D and the uncertainty of whether the new product will succeed. In a global context: creating region-specific product variants (e.g. locally tailored menu items for existing international markets). Closely linked to adaptation and glocalisation.

Diversification (highest risk)

New products in new markets. Entering an entirely new market with a new product; the business has no existing expertise in either dimension. Highest risk strategy. In a global context, diversification is often pursued through mergers, acquisitions, or joint ventures to gain market knowledge and specialist skills quickly, rather than building from scratch. The acquired company brings local expertise; the acquirer brings capital and global resources.

Risk escalation across the matrix: risk increases the further a strategy moves from the core. Penetration carries the least risk (known product, known market); diversification carries the most (no existing expertise in product or market). This principle is central to evaluating global expansion decisions.

Evaluation: choosing between strategies

Risk appetite: businesses with limited resources or low risk tolerance should favour penetration or market development over diversification
Product lifecycle: if existing products are in decline, product development or diversification may be necessary despite the higher risk
Market saturation: if existing markets are saturated, market development (entering new geographies) is the logical next step
Resources: diversification and product development require significant investment in R&D or acquisition; only viable for financially strong businesses
Market knowledge: market development into unfamiliar countries requires research into consumer preferences, local competition, and regulatory requirements; the lack of this knowledge is the key source of risk

In most 9BS0 global expansion questions, a firm entering a new country with its existing product is classified as market development, not diversification. Diversification requires both a new product and a new market simultaneously. A common exam mistake is labelling any international expansion as diversification.

A question on standardisation vs adaptation should consider: the nature of the product (universal need vs culturally specific), brand values (global luxury brand vs local FMCG), and the cost/benefit of adapting versus the risk of cultural misalignment.

4.3.2 Niche markets

A global niche market is a small, highly specific consumer segment with particular needs or preferences that can be targeted consistently across multiple countries. Although the segment is small in each country, the combined global audience can be commercially significant.

Marketing mix considerations for global niches:

Product: highly specialised to meet the specific needs of the niche; may require limited adaptation between markets if needs are universal
Price: niche products often command premium prices due to their specialised nature and limited availability
Promotion: targeted, specialist channels (trade publications, online communities, specialist retailers) rather than mass media; word of mouth within the niche community is powerful
Place: specialist distribution channels; direct-to-consumer online sales can reach the global niche cost-effectively without the need for local retail presence

Global niches illustrate how the internet has transformed marketing: a business can now cost-effectively reach a small, geographically dispersed audience worldwide that would have been commercially unviable to serve before digital channels existed.

4.3.3 Cultural and social factors

Cultural and social differences between countries significantly affect how a business should market and sell its products. Failure to account for these differences can result in costly mistakes.

Language differences

Brand names, slogans, and product names can have unintended or offensive meanings when translated. Businesses must check translations carefully in target markets to avoid embarrassing or damaging mistranslations.

Consumer tastes and preferences

Preferences for flavours, styles, colours, and formats vary across cultures. Products successful in one market may need significant modification to appeal in another.

Religious and cultural considerations

Religious practices affect product design (e.g. halal/kosher food requirements), promotional images, and appropriate marketing messages. Cultural norms around gender, family, and social roles also affect advertising effectiveness.

Social customs

Business etiquette, gift-giving norms, negotiation styles, and attitudes to time vary widely across cultures. Understanding these reduces the risk of causing offence or damaging business relationships.

Impact on the marketing mix: cultural factors most directly affect product design (function, aesthetics, packaging), promotion (imagery, messaging, tone, channels), and sometimes price (perceptions of value differ culturally). Distribution (place) may also be affected by local retail structures and consumer shopping habits.

Cultural and social factors are a key reason why adaptation is often preferable to pure standardisation. Even globally recognised brands adapt elements of their mix for different markets to avoid cultural missteps.

4.4 - Global industries and multinational corporations

4.4.1 The impact of MNCs

A multinational corporation (MNC) is a business registered in one country that has manufacturing operations, offices, or outlets in other countries.

Impact on the local economy (host country):

Employment and wages

MNCs create jobs for local workers. They may pay above local market wages to attract talent, raising living standards. However, they may also pay low wages and provide poor conditions if labour regulation is weak.

Impact on local businesses

MNCs may provide supply chain opportunities for local firms (subcontracting, suppliers). However, they can also crowd out smaller local competitors who cannot match MNC scale, resources, and pricing power.

Environmental impact

MNCs may exploit weaker environmental regulations in host countries, causing pollution or resource depletion. Alternatively, they may introduce cleaner technologies and higher environmental standards.

Impact on the national economy (host country):

Foreign direct investment (FDI)

Capital inflows from MNCs fund new facilities, infrastructure, and employment. FDI is a significant driver of economic development in many emerging economies.

Balance of payments

MNCs boost exports (goods produced locally and sold abroad) but may also increase imports of components and equipment. Repatriation of profits to the home country represents a capital outflow.

Technology and skills transfer

MNCs bring advanced technology, management practices, and training to host countries, improving local productivity and developing the human capital of the workforce.

Consumers

MNCs widen consumer choice and can lower prices through economies of scale, giving access to global brands and products. However, they may also drive out local producers, reducing long-term choice, and use market power to raise prices once competitors have exited.

Business culture

MNCs can transfer working practices, management styles, and quality or ethical standards into the host economy, raising expectations across local firms. This can improve professionalism, but may also erode local business customs and impose a dominant foreign corporate culture.

Tax revenues and transfer pricing

MNC profits and the jobs they create generate tax revenue for host governments. However, MNCs can use transfer pricing, manipulating the internal prices charged between subsidiaries in different countries, to shift profits to low-tax jurisdictions and reduce the tax they pay where activity actually takes place. A major source of political controversy.

MNC impact questions require balanced evaluation. Always consider both positive effects (jobs, FDI, skills transfer) and negative effects (potential exploitation, environmental damage, profit repatriation, crowding out of local firms).

4.4.2 Ethics

Stakeholder conflicts

Ethical dilemmas arise because the interests of different stakeholders conflict. Pursuing the cheapest production to satisfy shareholders (higher profit) can harm workers (low pay, poor conditions), local communities (pollution), and consumers (lower quality). Acting ethically often raises costs, so the business must trade off ethics against profit and decide which stakeholders to prioritise.

Pay and working conditions

MNCs sometimes exploit weaker labour laws in developing countries, operating sweatshops: factories with very low wages, excessive hours, and unsafe conditions. Workers may lack the power to refuse due to limited alternative employment.

Environmental considerations

In countries with weaker environmental regulation, MNCs may generate higher emissions (air and carbon pollution) and dispose of waste irresponsibly (dumping, inadequate treatment). Resource extraction can cause irreversible environmental damage to local ecosystems.

Supply chain considerations

Even where an MNC's own facilities meet ethical standards, its suppliers may use exploitation of labour (very low pay, unsafe conditions) or child labour. Businesses are increasingly held responsible for ethical standards throughout their supply chain, not just their own operations.

Marketing considerations

Misleading product labelling (false claims about content, origin, or health benefits) and inappropriate promotional activities (targeting vulnerable groups, or promotions banned at home but legal abroad). Businesses have a responsibility to market honestly regardless of local regulation.

Ethical relativism: the view that ethical standards are not universal but vary by culture and context. A practice considered unethical in one country may be accepted or even standard practice in another. Businesses operating globally must decide whether to apply home-country ethical standards everywhere or adapt to local norms.

Ethical relativism is a significant exam concept. Businesses that apply lower ethical standards abroad risk reputational damage in their home markets as media and social media exposure makes global practices visible to domestic consumers.

4.4.3 Controlling MNCs

Given their size and global reach, MNCs can be difficult for individual governments to regulate effectively. Several mechanisms exist to control their behaviour:

Political influence and legislation

Host governments can pass laws setting minimum standards for wages, working conditions, environmental practices, and taxation. However, MNCs may threaten to relocate if regulations are too restrictive, limiting governments' bargaining power.

Legal controls

International agreements and treaties can establish common minimum standards across multiple countries, removing the competitive advantage of relocating to less regulated locations. Binding contracts and regulatory frameworks enforce compliance.

Pressure groups

Non-governmental organisations (NGOs) and campaigning groups investigate and publicise unethical MNC behaviour. Sustained campaigns can damage brand reputation significantly, creating commercial pressure to improve standards.

Social media

Consumers and journalists can rapidly expose unethical practices through social media, creating viral reputational crises. The speed and reach of social media has significantly increased the reputational risk of unethical behaviour for global brands.

Limitations of control: MNCs can relocate production to countries with weaker regulation; complex corporate structures make accountability difficult; host governments in emerging economies may prioritise inward investment over strong regulation; international legal frameworks are difficult to enforce.

Control of MNCs is a favourite topic for extended evaluation questions. A strong answer acknowledges the difficulty of control (MNCs can threaten to relocate) alongside the mechanisms available (legislation, pressure groups, social media) and evaluates their relative effectiveness.