| Course | GB525 Global Business Environment |
|---|---|
| Unit | Unit 10 |
| Paper type | Executive summary |
| Length | About 610 words, 5 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | MBA |
| Updated | October 2026 |
Free sample paper for GB525 Unit 10
A Sales and Service Subsidiary in Riyadh: A Unit 10 Executive Summary for the Board
[Student Name]
Purdue University Global
GB525: Global Business Environment
Unit 10 Executive Summary
[Instructor Name]
[Date]
The manufacturer, its plan and every figure are composite and illustrative; the Saudi conditions described and the sources cited are real, and regulatory details should be confirmed before filing.
Executive Summary
To: Board of Directors, Wabash Laundry Systems
Recommendation. Approve a sales and service subsidiary in Riyadh, with an investment of $4.5 million over three years, to sell and maintain our industrial washers and dryers for hotels and hospitals in Saudi Arabia. We expect the subsidiary to reach break-even in its third year and to earn about $1.6 million a year in contribution by year five.
Currency. The Saudi riyal has been pegged to the US dollar at 3.75 riyals since 1986, so contracts priced in riyals carry little exchange risk for a firm that reports in dollars. The main currency risk is a change to the peg, which we judge unlikely while the central bank holds large reserves, and we will review it annually.
Trade access. Our equipment must obtain product conformity certificates through Saudi Arabia's online product safety platform before each shipment clears customs, and the electrical components must meet Saudi standards. Our local partner estimates about four months and $120,000 to certify our six main models, and we have included both in the plan.
Labor. Saudi Arabia sets quotas for employing Saudi nationals that vary by sector and company size. Our plan to employ 22 people by year three, including 14 service technicians, includes recruiting and training Saudi technicians from the first year, at an added cost of about $300,000 over three years for training and wage differences. Meeting the quotas protects our ability to obtain work visas for the specialists we will need from abroad.
Each of the four conditions carries a cost we have priced, and none of them, alone or together, outweighs the demand we expect.
Demand. Saudi Arabia's plans to expand tourism and private health care are adding hotel rooms and hospital beds that need commercial laundry. Our distributor estimates that new hotels and hospitals in the Riyadh and Jeddah regions will need about 900 commercial machines a year over the next five years, and we plan to win about 8 percent, roughly 70 machines a year by year three, plus service contracts.
Risks. The main risks are slower construction, which would delay demand, and competition from European and Asian makers already present. If orders are running below 40 machines a year when year two closes, we would scale the commitment back.
Decision requested. Approve the investment, released in three annual tranches against the measures in Exhibit 3.
Appendix: Exhibits
Exhibit 1, investment by year: $1.9 million in year one for the office, service center, parts inventory, certification and staff; $1.5 million in year two; $1.1 million in year three.
Exhibit 2, expected machines and contribution: about 25, 45 and 70 machines in years one, two and three, with service contracts on most installed machines; contribution about negative $0.6 million, negative $0.1 million and positive $0.4 million in years one to three.
Exhibit 3, measures for each tranche: machine orders, service contract renewals, the share of Saudi employees and certificate approval times.
Ghemawat (2001) argues that firms should judge a market by its distance from them as well as its size, and this summary weighs both. Khanna et al. (2005) advise mapping the institutions a newcomer must work within before choosing a strategy, and the four paragraphs above name those that matter for this decision.
References
Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79(8), 137-147.
Khanna, T., Palepu, K. G., & Sinha, J. (2005). Strategies that fit emerging markets. Harvard Business Review, 83(6), 63-76.
GB525 Unit 10 instructions, in plain terms
The final GB525 assignment asks you to write an executive summary of your environmental analysis for senior decision makers. State the recommendation and the investment in the first sentences. Give one short paragraph to each condition that matters, with a figure in each and a clear statement of what it means for the decision. Name the main risks and what would cause the firm to reduce its commitment. End with the decision requested. Keep the summary to one page and move supporting detail to a short appendix of exhibits. Cite sources in APA 7. Every figure in the summary should trace to an exhibit in the appendix or to the term's earlier analysis.
Inside the GB525 Unit 10 example
The summary recommends the Riyadh subsidiary, with break-even in year three and about $1.6 million of contribution by year five. The currency paragraph explains the peg at 3.75 riyals. The trade access paragraph prices certification of six models at about four months and $120,000. The labor paragraph prices Saudi technician recruiting and training at about $300,000 over three years, and the highlighted sentence gives the overall judgment. The demand paragraph estimates about 900 machines a year and a share of about 8 percent. Risks set a scale-back trigger, the decision releases funds in tranches, and the appendix gives investment, sales and measures, citing Ghemawat and Khanna and colleagues.
Reading the GB525 Unit 10 grading rubric
GB525 rubric credit for this summary rests on a clear recommendation, a figure for every claim and a page a director can act on. The first sentences should state the decision and the investment. Each condition should have its own short paragraph with a figure. Explaining what each condition means for the decision carries significant weight. Naming risks with a trigger for reducing commitment shows judgment. A decision requested in tranches and an appendix that supports the figures complete it. The summary cites Ghemawat on distance and Khanna and colleagues on institutions in APA 7. Releasing funds in tranches tied to named measures also gives directors a simple way to keep control after approving the plan.
GB525 Unit 10 help: mistakes that cost points
Many GB525 Unit 10 summaries run several pages and bury the recommendation in the middle. Others repeat earlier analysis without saying what each condition means for the decision. A frequent gap is the figure: a director wants a number behind every claim. Some writers introduce new analysis in the summary. State the recommendation first, give each condition a paragraph and a figure, name risks with a trigger, request a decision and keep detail in the appendix. Keeping one figure in each paragraph, and moving the rest to an appendix, keeps the page readable for a director. A scale-back trigger stated as a measurable order level shows the board how the commitment can be limited if demand is slow.
Get a GB525 Unit 10 example written to your instructions
The inputs here are your own term: earlier GB525 papers, or a short list of what each one concluded, plus the Unit 10 prompt and rubric. Out of those comes a custom one-page summary that opens on your recommendation and its price, delivered within 24-48h and free the first time, with your figures used throughout. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
More GB525 papers and MBA samples
- GB525 Unit 1: Discussion Board Post
- GB525 Unit 2: Country Brief
- GB525 Unit 3: Trade Policy Analysis
- GB525 Unit 4: Currency Exposure Memo
- GB525 Unit 5: Political Risk Assessment
- GB525 Unit 6: Seminar Reflection
- GB525 Unit 7: Case Analysis
- GB525 Unit 8: Regulatory Comparison
- GB525 Unit 9: Location Recommendation
- GB520 Unit 10: Human Resources Strategy Proposal
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- GB513 Unit 10: Applied Forecast Analysis
GB525 Unit 10 questions, answered
Should the executive summary introduce new analysis?
No. It compresses work already done, so every claim should trace to an earlier unit or an appendix exhibit. New analysis in a summary confuses the reader and suggests the earlier papers left something out. If you found something new while preparing it, add it to the appendix with a note and keep the summary itself to conclusions.
Can the summary exceed one page?
Follow the prompt. Where it says one page, keep to one and move supporting detail into an appendix. Where it gives no limit, one page, or at most one and a half, is conventional for a board-level reader. A summary that runs longer tends to lose that reader before the decision request, which is the part that matters most.
How formal should the language be?
Plain and direct, written for a director who has not studied the frameworks. Replace terms like transaction exposure with what they mean for the firm, for example that currency changes will barely affect costs. Short sentences, one figure per paragraph and a clear request at the end usually satisfy both the rubric and the reader it imagines.
Where can I find a free GB525 Unit 10 sample paper?
This page carries a full GB525 Unit 10 executive summary for a laundry equipment subsidiary in Riyadh, with four conditions, risks, a decision requested, an appendix of exhibits and APA 7 references.
Why release the investment in three tranches?
Each year's funding depends on the measures in Exhibit 3, such as machine orders and certificate approval times, so the board can slow or stop the commitment if demand falls short.