I need you to generate a Doctorate level response for me.

I need a well detailed and comprehensive structure for writing the following project. Make sure it is the best you can ever do. Put each section into appropriate sub-sections and include most appropriate word-count for each sub-section

I have a Phd.. level project on International Business and Strategy and the brief goes thus:
The organisation of your choice is planning to expand its footprint in a new country (selected in CW1). Please prepare a report explaining “how” this internationalisation initiative can be implemented by analysing the layers of business environment, plausible strategic choice(s) and propose a suitable method for strategy implementation.
The chosen organisation should be the same as in CW1.
[This is a continuation of the internationalisation strategy analysis of your organisation of choice from CW1 where you answered the “why”, “what”, “where” and “how” questions for the past/existing internationalisation initiative followed by your proposal for a new internationalisation initiative. Now you are going to analyse the implementation of this strategy (the “how” question) in CW2]

Tasks:
Demonstration of analytical skills of working with data and problem-solving
Provide evidence of critical approach in your writing
Skilful and critical application of the theoretical models/concepts to address the assessment task
Use of a wide range of credible academic and professional sources to develop arguments
Demonstrate an evidence of wider reading and research
Use of relevant and up-to-date information on the chosen company

Format:
Maximum word limit of 3,500 words, excluding title page, executive summary, table of content, references and appendixes.
An executive summary of NOT MORE than 250 words
An up–to–date information on the chosen organisation
A clear identification of the main ideas and issues involved
The development of those ideas and associated arguments
Please use appropriate theory/theories and frameworks to support your argument (but remember, more is NOT always better!)
Clearly defined introduction and conclusion
Logically structured and concisely written text
Use of relevant and up-to-date information on the chosen company
Correctly and appropriately referenced
Evidence of wider reading
All the relevant figures and tables should be embedded in the running text in the appropriate position

Suggested Structure:
Title page – Module and CW2 title, tutor name, student ID number
Table of contents
Executive summary – max 250 words

Introduction and a brief background (approx. 250 words) – this follows up from the new internationalisation initiative you proposed in CW1. Why do you think internationalisation will be beneficial? Internationalisation motives

Situation analysis (approx. 1000 words) – critically evaluate the strategic position at macro, industry/sector and organisational level to support the rationale for choosing the target country/region. Macro environment (PESTLE), Industry/sector analysis (5F), Internal analysis (RBV/VRIO or VRIN), Summarising through SWOT.

Analysis of strategic choices (approx. 1200 words) – identify strategic choices for the foreign market entry. Please use organisation’s internationalisation strategy as the benchmark (refer to CW1), can they follow the same strategy? Was/is there any learning especially from a not so successful attempt? How do the competitors internationalise in the same market? Value proposition for this internationalisation initiative. What are you proposing to offer to the customers? Generic strategies OR strategy clock AND/OR interactive strategies, What could be the potential differentiation with the existing competitors? Can you analyse this with some examples? Depending on the organisation, one can study how this business strategy can contribute to corporate level strategy choice, Based on the above analysis what is the best international strategy to adopt (e.g. B-G matrix with support from Porter’s diamond and international value chain)?

Strategy implementation (approx. 1000 words) – how can the chosen strategy be implemented? Do you foresee any challenges? How do you propose to address these? Entry mode, why is this the preferred mode? What could be potential challenges? What could be potential risk mitigation strategies?

Conclusion (approx. 50 words)

The criteria for marking:
Your report will be marked based on the following criteria:
Analysis and critical evaluation
Application of appropriate theoretical framework(s)
Evidence of research and referencing (Harvard style)
Presentation

The following table shows the criteria and weighting used to award the final grade for your report.
Criteria
Introduction and context setting -5%
Application of theory and frameworks- 30%
Analysis and critical evaluation - 30%
Evidence of research and referencing- 15%
Overall structure and presentation - 15%
Conclusion and recommendations - 5%

Overall, the whole write-up must show very high standard work with most of the following features:  authoritative subject knowledge; a high level of critical analysis and evaluation; incisive original thinking;  commendable originality;  exceptionally well researched, with a very high level of technical competence;  high quality presentation;  impressive clarity of ideas;  excellent coherence and logic.  Work is close to the forefront of the subject and may be close to publishable or exhibitable quality.  Relevant generic skills are demonstrated at a very high level.  Referencing is consistently used, complete and accurate, plus demonstrates exceptional ability and insight, indicating the highest level of technical competence; work is virtually flawless and has potential to influence the forefront of the subject and may be of publishable/exhibitable quality.  Relevant generic skills are demonstrated at the highest possible standard. Exceptional achievement distinguishable even amongst the best quality work and deserving of the highest possible marks within the Distinction grade.
Use any and every international Business Theory, model and framework most applicable

Ensure to use only the most recent out of the most relevant references
Note, my CW1 is below. Although, i want to change the expansion plan to ExxonMobil expanding to Sudan.
eferences 	9

Introduction
This report critically evaluates the internationalization activities of ExxonMobil, a  transnational oil and gas company, using Dunning's Eclectic Theory (Dunning, 1980), the Monopolistic Advantage Theory (Hymer, 1976), the Theory of Comparative Advantage (Ricardo, 1817), and Porter's Diamond Model (Porter, 1990). This report aims to critically evaluate ExxonMobil's internationalization activities, examine the company's international business strategies in relation to economic theories, and propose a new internationalization initiative for the company in Sweden.

Company Overview
ExxonMobil is an American multinational oil and gas corporation founded in 1999. The company, one of the largest publicly traded  transnational energy companies in the world, earning a total of $59.1 billion last year (2022) and having about 63,000 employees (Statista, 2023), operates in more than 50 countries of the world. ExxonMobil operates across the entire oil and gas value chain, including exploration, production, transportation, refining, and marketing. The company's  production portfolio includes crude oil, natural gas, petrochemicals, and lubricants. In recent times, ExxonMobil has been  concentrating on expanding its footprint in the European Union (Exxonmobil, 2022). The company's expansion plans have raised questions about its international business strategies and the role of economic theories in understanding the company's activities.



ExxonMobil’s Internationalisation in Light of Dunning’s Theory
ExxonMobil has successfully leveraged ownership advantages, location advantages and internalisation advantages in its internationalisation efforts. According to Dunning's Eclectic Theory, these three advantages play an essential  part in a  company's decision to internationalise (Dunning, 1980). ExxonMobil possesses a wide range of ownership advantages that have enabled the company to establish a strong presence in  numerous different countries. The company's personal technology and strong brand name are some of the ownership advantages that have enabled the company to gain a competitive advantage in the global market. For  example, ExxonMobil has a strong brand name, and its reputation for quality has  empowered the company to establish a  meaningful market share globally. This brand recognition has enabled the company to attract  clients globally and increase its  profit. The company's proprietary technology, such as its Upstream Research Centre in Houston, has enabled the company to increase its efficiency and lower its costs of production (Exxonmobil, 2023). By using its ownership advantages, ExxonMobil has been able to  distinguish its products and services from those of its competitors, which has enabled it to expand its market share world-wide. Regarding location advantages, ExxonMobil has access to natural resources, such as oil and gas reserves, in many different  region of the world. For  instance, the company has significant oil and gas operations in countries such as Angola, Nigeria, and Qatar (ExxonMobil, 2021c). These locations  furnish ExxonMobil with access to resources that are essential to its core business and give it a strategic  edge in the global market. In addition, ExxonMobil has established partnerships with governments and local communities in many of these locations, which help to  alleviate political and social  pitfalls.   In terms of internalisation advantages, ExxonMobil has established a formidable presence throughout the entire value chain, from exploration to production to distribution. The company's vertical integration strategy enables it to control every sphere of its operations and to reduce costs by eliminating the need for external suppliers (ExxonMobil, 2021d). For  instance, ExxonMobil's upstream operations involve the exploration and production of  oil painting and gas reserves, while its downstream operations  concern the refining and distribution of these products. By controlling the entire value chain, the company can ensure the quality of its products and reduce its exposure to external  pitfalls. ExxonMobil's internationalisation efforts have involved a range of FDI andnon-FDI modes. In terms of FDI, the company has made significant investments in oil and gas exploration and production in countries such as Angola, Nigeria, and Qatar. For  instance, ExxonMobil has a36.5 stake in a major liquefied natural gas project in Qatar, which is one of the largest in the world (ExxonMobil, 2021e). The company has also established joint ventures with indigenous companies in countries such as Russia and China, which have  assisted it to gain access to indigenous markets and to establish relationships with  crucial stakeholders. In terms ofnon-FDI modes, ExxonMobil has licensed its technology and trademarks to local companies in countries such as India and Indonesia. For  instance, in India, the company has licensed its Mobil brand to a local company, which uses it for its range of automotive lubricants (ExxonMobil, 2021f). This approach enables ExxonMobil to enter new markets without the need for significant capital investment and helps to establish its brand and reputation in these markets.   In conclusion, ExxonMobil has successfully leveraged ownership advantages, location advantages and internalisation advantages in its internationalisation efforts. The company's proprietary technology, strong brand name, access to natural resources and control of the entire value chain have enabled it to expand its market share globally. By taking advantage of these three advantages, ExxonMobil has been able to  distinguish its products and services from those of its competitors, reduce its costs of production, and increase its profitability. As a result, ExxonMobil has established a strong presence in  numerous different countries, making it one of the world's leading oil and gas companies. 


ExxonMobil and The Monopolistic Advantage theory
The monopolistic advantage theory explains how companies with unique assets, technologies, or capabilities can gain an advantage in foreign markets (Dunning, 1980). This report evaluates the activities of ExxonMobil using the monopolistic advantage theory which suggests that companies with unique advantages can achieve a competitive edge in foreign markets. ExxonMobil's technological capabilities and vast resources are crucial assets that give the company monopolistic advantages which are evident in the company's international activities.

ExxonMobil has expanded its operations to several countries, including Nigeria, Kazakhstan, and Iraq, among others. The company's expansion is largely driven by its need to gain access to oil and gas reserves in foreign markets. The company's technological capabilities, including advanced drilling techniques and seismic imaging, have given it an edge in exploring and exploiting these resources in foreign countries (Rugman & Verbeke, 2001). ExxonMobil's international activities have been successful in many countries, but the company has also faced challenges in some regions. For instance, in Nigeria, the company has faced allegations of environmental damage and human rights abuses. These challenges can be attributed to the company's monopolistic advantages, which have allowed it to dominate the market and take advantage of weaker regulations in some countries (Kolk, 2010). ExxonMobil has used both FDI and non-FDI modes to enter foreign markets. For example, in Kazakhstan, the company formed a joint venture with KazMunayGas, the national oil and gas company, to develop the Tengiz oil field. In contrast, in Papua New Guinea, the company entered into production sharing agreements with the government to explore and develop offshore gas resources (Root, 1994).

Economies of Scale and Scope
ExxonMobil has been able to  profit from economies of scale and scope in its  transnational operations due to its large-scale production of oil and gas (ExxonMobil, 2021). By producing in  considerable volumes, the company has been able to take advantage of the fixed cost spreading effect, which has resulted in lower costs per unit. The company's diverse range of products and services have allowed it to  influence its existing resources, including its workforce, production facilities, and distribution channels, to  produce new revenue streams while reducing overall costs (Krugman, 1979). These economies of scale and scope have enabled ExxonMobil to maintain its competitive advantage.

In conclusion, ExxonMobil's international activities can be explained using the monopolistic advantage theory. The company's technological capabilities, vast resources, and unique assets have given it an edge in exploring and exploiting oil and gas resources in foreign markets. However, the company's monopolistic advantages have also contributed to challenges such as environmental damage and human rights abuses in some countries. The company has used both FDI and non-FDI modes to enter foreign markets, and its international activities have been largely successful.


Comparative Advantage Theory Analysing ExxonMobil’s Internationalisation Efforts
The comparative advantage theory suggests that countries should specialize in the production of goods and services they can produce at a lower cost than other countries. This leads to a more efficient allocation of resources and increased global economic  well-being (Ricardo, 1817).   ExxonMobil's international expansion is driven by its need to access oil and gas reserves in foreign markets. The company's comparative advantage in the oil and gas industry is its technological capabilities and vast resources. These advantages give the company a lower production cost than other companies,  permitting it to specialize in the production of oil and gas (Krugman, 1979).   Critically appraising the international activities of ExxonMobil using the comparative advantage theory, the company has been successful in  numerous countries due to its technological capabilities and vast resources,  howbeit, the company has also faced challenges in some regions. For  example, in Nigeria, the company has faced allegations of environmental damage and human rights abuses. These challenges can be attributed to the company's failure to consider the comparative advantage of local resources and labor. rather, the company has  depended on its own resources and technology, leading to conflicts with indigenous communities and governments (Ezeoha & Mordi, 2011). The company's comparative advantage has allowed it to dominate the market and take advantage of weaker regulations in some countries, contributing to these challenges. In Qatar, the company has formed a collaborative venture with Qatar Petroleum to develop the North Field gas project. This project leverages Qatar's comparative advantage in gas production and ExxonMobil's technological capabilities. In Papua New Guinea, the company entered into production sharing agreements with the government to explore and develop offshore gas resources, a project that leverages the country's comparative advantage in natural gas reserves (UNCTAD, 2019). 

 In conclusion, ExxonMobil's comparative advantage in the oil and gas industry is its technological capabilities and vast  coffers, which allow it to specialize in the production of oil and gas. The company's failure to consider the comparative advantage of local resources and labor has led to challenges in some regions. The company has used both FDI andnon-FDI modes to enter foreign markets, leveraging the  relative advantage of original resources and labor. 


Porter’s Theory and ExxonMobil
Porter's Theory argues that a company's competitive advantage is attained through the creation of a unique value proposition that's challenging for competitors to imitate (Porter, 1985). ExxonMobil has successfully achieved this competitive advantage by utilizing its vast resources and expertise to operate efficiently, produce high-quality products, reduce costs, possess  expansive exploration capabilities, and  influence its marketing and distribution networks( Hitt etal., 2018). The company has centered on creating a sustainable competitive advantage by investing in technology, research and development, and new exploration and production activities (Barney & Hesterly, 2015).   According to Porter's theory, internationalization is critical for  enterprises seeking to attain a competitive advantage (Porter, 1990). ExxonMobil has pursued an internationalization strategy to  pierce new markets and resources, diversify its operations, and  influence its global scale to  produce value( Hitt etal., 2018). The company  presently operates in over 50 countries, including major markets such as China, Russia, and Brazil (ExxonMobil, 2021). ExxonMobil has been able to capitalise on its competitive advantage to gain market share and create value for its shareholders in each of these markets.   

ExxonMobil's international activities include exploration, production, refining, and marketing of oil and gas products (Hitt etal., 2018). The company has invested heavily in technology and research to enhance the  effectiveness and sustainability of its operations (ExxonMobil, 2021). For case, ExxonMobil has developed new technologies to reduce  hothouse gas emigrations, enhance energy efficiency, and ameliorate safety (ExxonMobil, 2021). These investments have allowed the company to create a unique value proposition that's  tough for competitors to replicate. Additionally, ExxonMobil has  adjusted to local market conditions by partnering with indigenous  establishments and  acclimatizing its operations to local requirements (Hitt etal., 2018). In Nigeria, for example, ExxonMobil has established a joint venture with the Nigerian National Petroleum Corporation to develop offshore oil and gas fields, enabling the company to leverage local knowledge and expertise while minimizing exposure to risks associated with unfamiliar operating  surroundings (ExxonMobil, 2021).   Analyzing ExxonMobil's pattern of internationalization activities through the lens of Porter's Theory reveals that the company has  concentrated on creating a sustainable competitive advantage by investing in technology, research and development, and new exploration and production activities (Barney & Hesterly, 2015). The company has capitalised on its global scale to gain access to new markets and resources, and has created a unique value proposition that's challenging for competitors to imitate (Hitt etal., 2018). ExxonMobil's internationalization strategy has been driven by a desire to create value for its shareholders by  using its competitive advantage in each market it operates in (Porter, 1990). This approach has enabled the company to  acclimatize to local market conditions, establish joint ventures with local partners, and continue its growth.   

In conclusion, ExxonMobil has achieved a sustainable competitive advantage by investing in technology, research and development, and new exploration and production activities (Barney & Hesterly, 2015). The company has pursued an internationalization strategy that focuses on acquiring or investing in existing assets, as well as establishing  common ventures with local partners (Hitt etal., 2018). ExxonMobil has abused its global scale to  pierce new markets and resources, and has focused on creating a unique value proposition that's challenging for competitors to replicate (Porter, 1985). By employing Porter's Theory, we can see that ExxonMobil's internationalization strategy has enabled the company to  produce a favorable operating environment, adapt to local market conditions, and continue its growth.