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Competing in one or more countries or regions of the world causes strategy - making to be more complex because of the need to establish

Competing in one or more countries or regions of the world causes strategy-making to be more complex because of
the need to establish plants, distribution facilities, and sales operations in each country in which a company competes.
the difficulties of determining the optimum price to charge for the company's product/service in each of the different countries where the company decides to compete.
the risks of adverse shifts in currency exchange rates and the presence of important cross-country differences in buyer tastes, market sizes, and growth potential. the imperatives of crafting and executing a completely different competitive strategy for each different country in which a company competes.
the added time and effort it takes to design and execute strategies to create a sizable profit sanctuary in each country where it chooses to operate and then to develop strategies to defend all these sanctuaries against the guerilla offensives of local rivals desirous of stealing some of the comnanv's
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