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15. The potential risk of a globalization strategy lies in the loss of flexibility and learning capacity in achieving global efficiency. For example, concentrating R&D to gain efficiency may stifle the ability of national subsidiaries to develop new products; be unresponsive to local markets, etc.

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14. The risk of a multinational strategy is that the allocation of resources is too fragmented to take advantage of economies of scale and scope, while at the same time it does not take advantage of the knowledge and capabilities of other countries, and does not allow for synergies and duplication of investment and R&D.

13. Strategies with a high degree of local responsiveness and a low degree of global integration are called globalization strategies, strategies with a low degree of local responsiveness and a high degree of global integration are called multinationalization strategies, and strategies with a high degree of both local responsiveness and global integration are called transnationalization strategies.

12. At the core of a firm-level internationalization strategy is the resolution of the contradiction between global integration and local response when operations enter regional markets in multiple countries, divided into three types: multinational strategies, international cost leadership strategies and international differentiation strategies.

11. The main difference between the international high differentiation strategy of international firms and the high differentiation strategy of domestic firms (those without internationalization) is the transfer of the unique ability to differentiate from domestic to foreign markets, thereby creating a differentiation advantage in the international market that is accepted by different local markets.