A fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing thing different in different locations due to different conditions.

This contest is the sine qua non of management$$whether expressed in terms of integration versus responsiveness, or as you likely have seen elsewhere, normative versus relativist, cost leadership versus differentiation, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on$.$ No matter the product provided or markets served, managers must continually find ways to navigate this dilemma.

In Module $1,$ you interpreted this this issue in terms of the normative versus relativist ethical outlooks. Now, in Module $2,$ we look at this issue in terms of global integration versus responsiveness. Indeed, insightfully reconciling the tension between global integration and local responsiveness anchors the superior interpretation of international strategy; hence, it is the dominant theme throughout Chapter $12.$

Quickly, to recap, global integration spurs managers $$to $$build the enterprise that sell$$s$$ the same thing, the same way, to everyone and anyone, here, there and everywhere. Managers, therefore, look to standardize any and all activities in order to maximize efficiencies and cost leadership.

Alternatively, managers advocating local responsiveness see a world where everyone is different, everyone wants to buy different things in different ways to do different things given different cultural, social, economic, and political situations. Companies therefore must find ways to adapt any and all activities in order to maximize local effectiveness and differentiation.

Resolving the tension between global integration and local responsiveness cuts to the core international business strategy and is a fundamental feature of management global enterprise. Insightfully reconciling those competing imperatives supports successful, sustainable operations.

Now, $$let$\text{'}$s put theory to practice and qualify this $$profile with the $$reality of managing $$strategy in the global enterprise. As you saw earlier in this module, the executives who run successful companies, such as yourself today or in the future, have a strategic vision. More precisely, they have a future$-$oriented declaration of their aspirations, inspirations and motivation. It$,$ along with the mission statement, communicates to stakeholders, namely employees, stockholders, governments, partners, suppliers, customers, and society, what the MNE is$,$ where it is going, and the values that will guide its efforts. From the following set, using Walmart, what do you believe best communicates the corresponding company$$s vision to set and sustain a strategy of local responsiveness. Then, briefly explain your choice. Walmart

Be the destination for customers to save money, no matter how they want to shop.$$