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Explanation:

This responsiveness also promotes the local market orientation of a subsidiary and therefore the strength of its existing network with the businessmen and government authorities.

Explanation:

Usually, firms working within the global market confront two sorts of competitive pressure. They face pressure to scale back costs and pressure to react locally. These competing forces throw a corporation into conflict. In response to cost-reduction efforts, a corporation has got to lower its unit cost. It's going to also need a corporation to supply a consistent product on the international market to downstream the experience curve as soon as feasible. In response to local pressures, however, it's necessary for a firm to differentiate its product offering and marketing strategy from one country to a different in an effort to satisfy the various demands arising from domestic consumer preferences, business practices, channels of distribution, competitive conditions and public policies.

While some associations, like Company A, face a high to scale back cost and low for the reaction locally, while others, like Company B, face low to scale back costs and high for local reaction, many companies are within the situation of Company C. they're under strong costs reduction demands and high local responsiveness pressures. Tackling competing and contradicting demands may be a strategically challenging problem for a corporation, especially because local reactions tend to extend expenses. It suggests and supports three layers of variables, including environmental, structural, and organizational responsiveness. Structural variables like the intensity of competition, heterogeneity of demand, and localization of components increase local reaction.