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One key takeaway will be how companies can move along the cost-responsiveness framework to gain and sustain competitive advantage. By strategically moving along the cost-responsiveness spectrum, companies can enhance their competitive edge, tailoring their strategies to meet evolving market demands while keeping costs under control.

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It was surprising to know that the level of globalisation is only at 10-25%. I've always assumed that there was a high globalisation rate as trade is constantly taking place between countries. However, this seems to be false as more trade laws are being imposed, more geopolitical tensions as well as the recent COVID-19 pandemic have slowed down and/or prevented the rise in the globalisation rate.

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With the CAGE framework, I'll be able to assess if companies are more likely to succeed if they want to explore selling their products into a new market. I'll also be able to tell which countries will be better for the company to break into in order to strengthen their competitive position!

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I want to learn more about smes that have successfully ventured overseas as it will be a lot harder for them to compete globally due to the high cost but if they actually managed to do so - how did they do it?

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1) The in-class activity gave a pragmatic view of working relations between people/firms/parties to a contract. To do business, you need to be clear on what you have to offer, and be sure that what you have to offer is valuable to the other party.

2) Cost Reduction VS Local Responsiveness is akin to Cost Leadership VS Differentiation at the Business Strategy Level, at the Global Lvel.

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It had never occurred to me that one of the disadvantages of going global would be the liability of foreignness. Because I would have assumed that businesses with the intentions to go global would have the appropriate representatives leading the offices in foreign headquarters and/or foreign countries. Cool!

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Since I'm still unsure about the mapping of firms within the Cost-Responsiveness Framework, I guess what I can do would be to do a bit of research and see how real companies fit into the different quadrants to better understand the framework!

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Cost-Responsiveness Framework:

When we pan from International to Multidomestic strategies, the slides say that the exchange rate exposure is being reduced, attributing this also to the value-creation process (im guessing from addressing local needs?). Would love to understand why the exchange rate exposure is said to be reduced?

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1. A key learning point for me was the CAGE Distance Framework. I learned that the framework highlights the various dimensions (Cultural, Administrative, Geographic, and Economic) that influence a firm’s decision to enter a new international market. This framework allows multinational enterprises to assess potential entry barriers and strategic opportunities in foreign markets. For example, Ireland’s success in attracting US firms like Intel and Apple stems from its relatively low cultural and administrative distance to the US, which facilitated its appeal as an EU base for many American companies. This shows that similar institutional frameworks and cultural proximity can lower expansion risks for companies and enhance international success.

2. Another learning point for me was Porter’s Diamond Framework. I learned that this framework considers factor conditions, demand conditions, related and supporting industries, and competitive intensity to explain why certain industries thrive in specific countries. For example, the German automotive industry led by companies like Volkswagen and BMW shows how a fiercely competitive domestic environment drives precision engineering and innovation. Germany’s strong network of specialized suppliers and supporting industries further enhances supply chain efficiency and product quality, and work together to solidify the nation’s high-quality automotive manufacturing. This shows how high domestic competition can foster innovation and global competitiveness, making some industries particularly strong in certain countries.

3. Another learning point for me was the trade-off between cost reduction and local responsiveness faced by multinational enterprises. I learn about the Integration-Responsiveness Framework and strategies like global-standardization and transnational approaches that help MNEs align their business models with these competing demands. For example, IKEA’s global-standardization strategy achieves economies of scale but also requires adaptations such as customized products in the South Korean market to better cater to local preferences. This shows the challenges that MNEs face in standardizing products globally while maintaining cultural relevance in specific regions.

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1. A surprising learning point for me was the realization that globalization is only "semi-globalized," with cross-border activities occurring at far lower levels than anticipated. For example, we discussed in class on how only 9% of global investments being foreign direct investments and 18% of internet traffic crossing national borders. This is different from the common perception that the world is fully globalized, and highlights the significant opportunities still available for multinational enterprises to expand and capture value by addressing these underutilized cross-border connections.

2. Another surprising learning point was the evolution of globalization into distinct phases, with Globalization 3.0 reflecting a notable shift from FDI toward global collaborative networks. I learned that Globalization 3.0, enabled by advances in technology and influenced by political forces, resulted in a growing reliance on knowledge-sharing and innovation hubs spread across various regions rather than central control from headquarters. This shows that MNEs are increasingly adapting their strategies to harness global competencies and local expertise, fundamentally changing the dynamics of global competition.

3. A final surprising insight was the impact of cultural distance on international business strategies, often beyond traditional barriers like geographic distance. For example, we discussed in class on the case of Walmart’s retreat from Germany despite its robust low-cost strategy, which shows how inability to integrate local cultural nuances can disrupt even the most successful business models. It also shows that MNEs cannot rely solely on operational efficiencies but must prioritize cultural adaptation to maintain competitiveness and avoid costly strategic missteps in foreign markets.

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1. I can better use the CAGE distance framework to assess cultural, administrative, geographic, and economic differences between countries. I learned that this approach helps in evaluating potential challenges and costs associated with market expansion. For example, Intel’s choice of Ireland for its European operations is due to Ireland’s favorable institutional framework and relatively low cultural distance compared to other options, which shows how such assessments can support strategic market entry decisions.

2. I can now also better apply the cost-responsiveness framework to assess whether a global-standardization, multidomestic, or transnational strategy is more suitable for an MNE based on balancing cost efficiency and local responsiveness. For example, Netflix’s transnational strategy includes its approach to producing localized content like "Squid Game" and making it accessible globally. This shows how firms can integrate standardization with responsiveness to local culture for a broader market reach.

3. I can better use Porter’s Diamond Framework to analyze the competitive advantages of industries within specific nations, which is useful for understanding industry strengths and choosing potential locations for establishing operations. For example, the German automotive industry driven by strong domestic demand and competitive intensity shows how such clusters enhance performance and innovation. This makes Germany an attractive location for automotive investments. As such, understanding these national advantages allows me to better assess the strategic benefits of operating within particular regions.

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1. I want to learn more about managing strategic alliances, especially in sectors where competition is high where collaboration is critical for success. I am interested in understanding the balance between cooperation and competition ("coopetition") and how firms ensure that alliances remain mutually beneficial and don’t lead to knowledge leakage. For example, the partnership between Toyota and Subaru shows how both collaborate on vehicle development while competing in other market segments.

2. I am also interested in learning more about the "Build-Borrow-Buy" framework. I want to learn more about the decision-making criteria that companies use to determine whether to build internally, borrow through partnerships, or buy through acquisitions. By better understanding the implications of each option in different industries such as how tech firms often buy startups to gain cutting-edge innovation rather than developing in-house, I believe this would enhance my understanding of effective resource acquisition strategies.

3. I also want to learn more about intellectual property protection in international markets, especially for companies expanding to countries with weaker IP laws. For example, I learned about how firms like Apple have implemented strategies to mitigate IP risks in markets where copyright protections are limited. Additionally, studying how these firms enforce and protect their IP without stifling local partnerships would help me better understand the balance global reach and asset protection.

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1) The in-class activity taught me about how various aspects of business such as negotiations, forming alliances to trade on information and optimising resources are equally important. If a firm decides to neglect one aspect, they may lose out to other firms.

2) I learned about what globalisation is, the advantages and disadvantages of it and the strategies MNEs pursue when competing globally.

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What was surprising to me was that different cultures play a role in helping a firm decide where to compete. Before class, I have always thought that culture will not be a significant cost as long as the goods or services are competitive.

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What I have learned about the cost responsiveness framework made me understand better what kind of business strategy to pursue based on the type of business they do, which can be categorised into pressure for cost reductions vs the pressure for local responsiveness.

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Are there instances where businesses would switch from global standardization to an international strategy because it starts to diversify its products?

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One key takeaway is that globalisation is often a response to growth rather than as an initial business strategy. Many companies approach globalisation as a phase they reach after establishing themselves domestically. Globalisation is a product of companies maturing and identifying opportunities to expand.

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I was surprised to learn that global connectivity is only around 10% to 25%. This challenges the image of an interconnected world that is often portrayed. This made me reflect on how globalisation frequently overlooks marginalised communities which highlights a gap between the promise of global reach and the reality faced by vulnerable populations.

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I can use the CAGE distance framework to assess the cultural, administrative, geographic, and economic differences between countries. This approach enhances my understanding of the potential challenges and costs associated with market expansion and allows for a more comprehensive evaluation of how these distances can impact strategic decisions.

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I want to know more about how companies manage their global supply chain and risk management when they expand internationally. I think these are things essential in developing a robust business strategy.

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One takeaway is the Integration-Responsiveness Framework where firms compete on cost reductions or local responsiveness. I think it is important to understand a firm's business model, strategic positioning and offerings before it can decide if it should focus on cost reduction or local responsiveness to appeal to a target audience with different culture etc.

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It was surprising to find out that the level of globalisation is only around 10%-25% considering how much the world is interconnected, with cross-border trading and cultural influences.

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With the different frameworks (CAGE, integration-responsiveness, Porter's Diamond) taught in class, I can better analyse the differences between each country, the strengths and weakness and how a firm can better position themselves in a foreign market.

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One key takeaway is the cost-responsiveness framework. While the benefits of globalisation are appealing, attempting to expand a company to the rest of the world comes with its own set of challenges that requires consideration. The cost-responsiveness framework provides a visualisation of the pressures for cost reduction and local responsiveness which the firm faces, and recommends a suitable strategy.

Another key takeaway came from the strategy game. It demonstrated the extent of information/resource asymmetry which exists across countries, and how trade can create win-win situations.

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The loss of intellectual property as a disadvantage of going global was a concept that I did not consider before. I realised that it is difficult to control and protect IP across borders, and that partners may take advantage of their access to it to compete in the same market. Companies pursuing cost reductions by partnering with foreign companies may end up shooting themselves in the foot by indadvertedly providing valuable resources to competitors.

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Using the frameworks learnt, namely CAGE, integration-responsiveness and Porter's diamond of national competitive advantage, I can examine domestic companies I know and analyse whether (1) it would ever be beneficial for them to go global, and (2) what globalisation strategy they ought to pursue given its target market, strengths and vulnerabilities.

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I want to learn more about the strategies MNEs implement to effectively manage the corporation across borders, overcoming any cultural distance and other barriers successfully.

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The key takeaway for me was how challenging it might be to actually execute on a planned strategy as was illustrated during the in-class activity. Although my group (effectively management) thought that we were doing the 'right' or 'best' option at the time, only with hindsight did we realize that we should've been cutting/tearing the paper from the very beginning and it would've optimised our score. This made me recall the various examples throughout the course of firms who had been forced into strategic inflection points and made 'bad' decisions in hindsight that ended up hindering or dooming the company, such as IBM and Kodak.

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It was rather surprising to find out that German ultra low-cost retailers like Lidl and Aldi had not only outcompeted a rather well known retail corporation as Walmart, but also had ended up expanding into Walmart's home territory of the States and even began eating into its market share. Considering the size of Walmart, I had presumed that it would be able to adapt/change its offerings to match whichever country it would like to expand to, but perhaps the excessive size of the organization may have ended up hindering its ability to change/adapt to such a different culture.

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If I were ever put in a situation to advise my firm's managers, I would be able to use the CAGE framework to assess the various possible choices for the company to expand into. Particularly, I would likely focus on the C & A aspects of the framework, as I feel that the greatest hurdles to a company's success in another country primarily lies in its ability to alter or offer something that fits that country's culture, and what potential legal or political barriers there may be to expanding into a rather attractive market such as China, but which may have several legal hurdles to deal with if the firm already has existing relations or is based out of the States.

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I'd like to learn more about companies in the Transnational segment of the Cost-Responsiveness framework. Particularly, I'd like to know if such frames were able to see continued success over a longer period (such as a decade or longer), or if such success was only relatively short-lived. If such firms were to exist, I'd be curious how the firm has adapted to continue enjoying success, especially as cultures evolve differently across the numerous countries it may be located in.

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I was surprised to learn that the level of globalisation is only 10-25% currently. Considering the significance that one country's actions can have on another, and how interconnected the world is, i assumed that the level of globalisation would be a lot higher than it actually is. This is interesting as it means that globalisation can increase by a much larger margin, which could have significant benefits and/or disadvantages for every country.

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The CAGE framework provides a structured approach to analyse how various factors might influence a company's entry into and success in a foreign market. By using the CAGE Framework, companies can more effectively prioritise markets and tailor their approach to suit local conditions, improving the likelihood of international success.

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After learning about how one event such as the Ever Given event could disrupt the whole supply chain, it is important to stay informed about the events happening around the world. We should follow trends in global economics, trade policies, technology, and social movements, as these factors can impact businesses, investment opportunities, and career paths.

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I would like to know how the level of globalisation is measured, in order to analyse what globalisation can become in the future and what it will mean for the various countries and businesses.

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one takeaway from this lesson is the CAGE framework highlights how differences in culture, administrative systems, geographic distance, and economic development can significantly impact international business operations. Understanding these distances helps companies tailor their strategies to fit local markets, improving their chances of success.

another takeaway about globalisation is that it requires businesses to adapt their products, marketing, and operational strategies to align with diverse market conditions. The CAGE framework encourages firms to assess the specific challenges and opportunities in different regions, enabling them to navigate complexities and leverage advantages effectively.

The in-class activity was very interesting in learning about how different countries can go about strategising how to maximise their resources, labour and information for competitive advantages, as well as how global events can actually impact other countries so greatly.

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it would be interesting to explore how companies have successfully expanded into international markets, considering the challenges they face in competing globally due to various barriers.

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Today’s session really deepened my understanding of how CAGE distance shapes the decisions MNEs make when entering new markets. The framework put into perspective why some companies thrive globally while others struggle

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I was surprised by the idea that globalization is still only considered semi-globalized at 10-25% total. It made me question my perception of how interconnected the world really is, especially with digital advancements. I assumed globalization was at a much higher level, so this was a reality check.

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I want to use the CAGE framework as a practical tool for evaluating potential market entry strategies in my future projects or case competitions.

This new understanding of the integration-responsiveness framework will be valuable for assessing whether a company should lean toward standardization or localization, which is something I plan to incorporate into strategic analyses.

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I want to dive deeper into real-world cases where companies failed due to overlooking CAGE distances. I feel this would give me practical insights and cautionary lessons that theoretical frameworks alone can't fully convey.

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I think today's session was a reminder of the complexity behind global strategy. It reinforced the importance of being well-rounded and culturally aware in strategic management,

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When competing globally, two opposing forces, cost reductions and local responsiveness exist. From two opposing forces, we can derive four different strategic positions, international, multidomestic, global standardization, and transnational.

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I was surprised at global internet companies offering country-specific variations of their sites. Before class, I know there are cultural differences among countries, but I did not recognize the importance of them. I did not know those approaches of global internet companies except for adjusting language and I was surprised at the high conscious of those success companies.

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I can consider the international expansion to reinforce basis of firm's competitive advantage and at the same time, I think the international expansion gives tips to change firm's strategy if the current strategy does not do well by getting new resources.

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I want to learn more about the relationship between globalization and sustainability. Globalization has led to significant increases in living standards in many economies around the world, but revitalization of globalization has possibilities to cause some problems such as the expanding of social disparity and the environmental destruction. Given the increase of sustainable awareness in the world, I want to learn how each companies and the government deal with this problem with maintaining getting the benefit of globalization.

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I have some thoughts after reading US-China Relations articles. Globalization has some benefits to companies, but there are many risks such as an intellectual property theft undermining companies' competitive advantage. Though it is difficult to imitate companies' culture, in terms of services and products, exporting services and products increases the risk to be analyzed (reverse-engineering capabilities).

I think globalization benefits companies, but we must whether our movements undermine our strength or not and how we can deal with if there are some risks of globalization.

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The key takeaway from today's lesson is learning of the CAGE framework. It helps companies make key decision as to how they want to expand their market through globalisation. However, this framework is to analysed based on each firm's strengths and weaknesses. The example such as IKEA gone through in class showcase that the company must be able to adapt to the different areas it is in to cater to their customer base in the specific area.

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I did not know that loss of reputation can be a disadvantage to globalisation. The word globalisation to me means that companies would strengthen their brand and increase awareness of their company through expansion into foreign markets. However, through today's lesson, it seems like globalisation can be rather risky because companies may not be familiar with the market they are expanding, thus leading to a loss in reputation.

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The in-class game today gave me a different perspective to globalisation. The countries symbolizes different companies and each company got their own strength and weakness, be it resource or technology. What i can do is probably to research and read more each of the companies' strengths and weakness to determine whether globalisation is suited for the company.

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In the cost-responsiveness framework, how do companies determine which is best suited for them? Also, when will companies know when to change from international strategy to multidomestic?

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A key takeaway is that companies can attain a lasting competitive advantage through global expansion, as it allows them to tap into resources and expertise that might be scarce in their home markets. It involves the strategic development of capabilities that reinforce the company's core strengths. By strategically choosing locations, companies can build a diverse base of knowledge, which boosts their value in the competitive global market.

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I was surprised to learn that small and emerging economies can use international expansion as a strategy to address the limitations of their home markets and achieve economies of scale. Before class, I thought that globalisation only favored large firms, but this class revealed that smaller firms can also successfully compete on a global scale, changing my views on the strategic significance of globalisation for businesses of all sizes.

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I can use this knowledge to guide my career path by pursuing opportunities in international business strategy or market expansion. Also, to leverage on these insights to create business plans centered on global markets, ensuring that I effectively utilise resources and competitive advantages.

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I want to learn more about how companies can effectively harness diverse knowledge from various markets, as this can drive innovative solutions and create competitive advantages.

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One key takeaway would be that going global has both advantages and disadvantages and one way to evaluate whether to do so is the CAGE framework.

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One key takeaway for me was the Cost-Responsiveness Framework. This tool enables companies to explore and evaluate four distinct strategies for achieving and maintaining a competitive edge in global markets. It helps organizations balance the trade-off between cost reduction and local responsiveness, offering a flexible and dynamic approach to strategizing. This balance is crucial, as companies must remain cost-efficient while adapting to local market needs to stay competitive worldwide.

Another insightful tool was Porter’s Diamond of National Competitive Advantage. This framework clarifies how certain nations gain competitive advantages in specific industries through four interconnected factors. By understanding these factors, businesses can identify the conditions that foster industry leadership within particular countries.

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I was surprised to learn that the world is far less “globalized” than we might assume, with actual globalization reaching only 10-25%. Living in a highly developed country can create the impression that the world is fully interconnected, which can make it easy to overlook the reality that significant portions of the world remain less integrated. This limited level of globalization means companies must approach entry decisions and market adaptations with caution, as local factors and cultural distinctions still play a critical role in success across regions.

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With this knowledge, I can use tools like the CAGE Distance Framework to get a clearer picture of the risks involved in entering new markets and to shape strategies that consider cultural, administrative, geographic, and economic differences. This framework helps break down which regions might be easier or harder to enter, so companies can adjust their approach to fit local needs and minimize risks.

I will also pay closer attention to external global factors, like political shifts and international rivalries, that could impact companies I work with by disrupting supply chains or creating new regulatory challenges. Being aware of these external forces will allow me to anticipate potential obstacles and help the company navigate changes more effectively, whether by finding alternative suppliers, adjusting sourcing strategies, or building flexibility into logistics and operations. This proactive approach can make a real difference in managing risks and staying competitive in a complex global environment.

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I’d like to learn more about how rising nationalism is affecting business on a global scale, especially in areas like trade agreements, supply chains, and access to foreign markets. As nationalism grows, it can lead to stricter trade policies, tariffs, or even bans on foreign investments, which can disrupt established supply chains and limit market entry options. Understanding these effects in greater depth would help in shaping more effective global strategies that are adaptable to these changing dynamics, allowing companies to navigate barriers, secure reliable suppliers, and approach new markets with a clear sense of potential challenges.

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I really enjoyed the "Global Game" we played! It was a fun, interactive way to step into the roles of different countries and experience the challenges that come with negotiating across diverse interests. The game underscored how essential it is to consider political shifts and highlighted the need to keep these factors in mind when planning strategies and making negotiation decisions. This exercise vividly brought the complexities of international strategy to life, demonstrating not only how political dynamics shape partnerships but also how interdependent we are on each other for resources, workforce, and more. It was a great way to see firsthand how interconnected global strategy truly is.

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One takeaway from this lesson was the CAGE framework, which helps companies gauge the level of adaptation required and the potential barriers they might face when entering a new market. By understanding these distances, firms can make informed decisions on where to expand and how to tailor their strategies to reduce risks and increase the likelihood of success.

Another key takeaway was the global game we played in class. I realised that different countries have different trade strategies, and this affects how much which influences their approach to partnerships, competition, and resource allocation.

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I was surprised to learn that globalization is only at 10-25%, much lower than I expected. Despite the buzz around global connectivity, a lot of economic and social activity still happens within national borders. This insight reminded me that businesses can’t just rely on a “global” strategy; they need to pay attention to local contexts and adapt accordingly.

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After learning several frameworks in class today, I feel much better equipped to analyze how different firms can position themselves in foreign markets. Each framework gives a new perspective on competitive advantages, market entry challenges, and local adaptations, which helps in crafting strategies that actually fit each unique market. It’s made me realize how important it is to use these tools to understand a company’s strengths and how they can be applied effectively across different regions.

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I want to learn more about how companies successfully adapt their strategies to local markets without losing their core brand identity. It’s one thing to understand market entry frameworks, but I’m curious about the practical steps companies take to balance global consistency with local relevance.

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I really enjoyed the global game we played in class. Being part of Group 2 (China), I realized that our group could have optimized our strategy by simply trading a template for scissors and some information, given how much paper we already had. With that approach, we would have been set up for success with minimal effort.

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I learnt the advantages and disadvantages of a company going global. Some advantages include gaining access to a larger market, access to low-cost input factors and developing new competencies. Some disadvantages include the liability of foreignness, possible loss of reputation and loss of intellectual property.

I enjoyed the real-life activity in class as it was a simulation of how different countries possess different technologies, resources and behaviours. It taught me that as a country, it was important to know what your own core competencies are, and know how to leverage them amongst other countries

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I was surprised that the world was only globalised up to 10-25%. With the internet and our complex trade routes, I thought that we would be at least half or more interconnected.

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I can utilise the CAGE Distance framework and the Cost reductions VS Local Responsiveness frameworks to assess whether a company should go global or not. It is also a good gauge on evaluating how well a company is doing in its globalisation efforts.

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I want to learn more about dynamic strategic positioning. I am not too clear how it works, so I would like to explore more real-life examples of this.

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One key takeaway from today's session is that international expansion should be pursued only when it offers significant benefits, such as enhancing economic value or reducing costs, which outweigh the associated risks and challenges. Additionally, expanding globally should strengthen the firm’s existing competitive advantage, whether through differentiation, cost leadership, or value innovation, ensuring that the corporate strategy (where to expand) aligns effectively with the business-level strategy (how to compete).

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Before class, I saw international expansion mainly as a way to reach new customers or reduce costs. However, I was surprised to learn that successful global expansion depends not only on these benefits but also on a careful alignment between a company’s corporate and business-level strategies. It became clear that entering a new market isn’t enough; the move has to reinforce the company’s competitive edge, whether through differentiation, cost leadership, or value innovation. This insight shifted my perspective: rather than viewing international expansion as a standalone strategy, I now understand it as a strategic decision that must support and enhance a firm’s existing strengths.

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With my understanding of international expansion and the critical alignment between corporate and business-level strategies, I plan to deepen my insights by analysing real-world companies that have navigated this terrain successfully or faced challenges. By examining their approaches, I can better grasp how strategic alignment impacts their competitive advantages in global markets.

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I want to learn more about the specific strategies that companies use when entering new international markets, particularly how they adapt their business models and marketing approaches to fit local cultures and consumer behaviours.

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I learnt that globalisation for a business has its negatives as well, like liabilities of foreigners, loss of reputation and loss of intellectual property.

I personally think that liabilities of foreigners is more influential in deciding if a business should expand operations to that specific geographical location because unlike loss of reputation and intellectual property, liabilities of foreigners may not have long-term protective measures or safeguards to use against differing culture and economic environment.

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I always thought that the world was very globalised. However, seeing that the world is only semi-globalised at 10-25%, perhaps the indicators to measure globalisation may be different from what I presumed. Previously, I thought that the high access to information and frequent, large volumes of trading meant the world was globalised. However, looking at it from a corporate perspective where businesses may not expand business overseas due to liabilities of foreigners, loss of reputation and loss of intellectual property, as well as the huge capital requirements needed, I can now understand why the world is still not very globalised

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The CAGE framework, and the cost-responsiveness framework will allow me to better predict whether MNEs expanding into Singapore will be successful.

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I would also like to know strategies of domestic firms in fending off threats and competition of MNEs expanding in their markets.

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One key takeaway is that companies must strategically balance two opposing forces, namely cost reduction and local responsiveness, in order to build a competitive advantage when competing globally. It is also crucial that companies leverage on the idea of entering the global market but before doing so, they should weigh the advantages and disadvantages.

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It was surprising to know that we live in a "semi-globalized" world with the level of globalization being only 10% - 25%. It was surprising as I have always been under the impression that our world was highly connected and globalised with the numerous cross-border tradings happening every day.

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I learnt about globalisation, how we can use the cost responsiveness framework where we can use 4 different strategies to gain and sustain competitive advantage when competing globally, (cost reductivity and local responsiveness being the main forces.

I also learnt to use Porter's Diamon of national comptetitive advantage to help us analyze the natrual resources from a country's endowments. A resource rich country focuses on commerce, where a resource lakcing one focuses on human capital.  This enabled to understand how Singapore has to heavily rely on human capital as a country with little country endowment, and proved a point on how natural resources are not neeeded to generate world leading countries

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While the advantages of going global came easily to me, it did not occur to me the high risks that came alongside with it; such as the liability of foreignness in an unfamiliar culture and economic environement, referencing Walmarts lack of success in Germany due to underestimating competitors such as Lidl and the different socio-cultural preferences (preference for ultra low prices, not much value for customer service or product choice) and the loss of reputation was something that surpirsed me as well; companies need to be aware of fulfilling corporate social responsibility as some host gov are unwilling to enforce regulaotory codes, in the case of Apple's Foxconn scandal in China

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I can now use the Porter's Diamond Framework to analyze how firms' strategies in expanding overseas by identifying what they can leverage on in foreign countries such as the resource endowment there alongside possible risks, such as risk of coping with different social-cultural norms and preferences which may hinder their financials and their reputation. I found that this was helpful in analyzing the case of Walmart moving to Germany and understanding factors of how they failed - unprepared against low cost competitors such as Lidl and not adapting to consumer preference well

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With knowledge of the CAGE distance framework, I can now better assess cultural, administrative, geographic and economic distance to evaluate and compare the foreign markets for international expansion. Hence, prioritise markets which aligns best with the company's home market. In doing so, the company can make informed decisions, determine strategic fit and mitigate risks by keeping costs low while ensuring a higher chance of success.

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I want to learn more about how companies can navigate the disadvantages that come with globalisation and how they can proactively address the issues to overcome it if they really want to enter the market.

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The key takeaway from this class was the CAGE framework used to assess the challenges of international expansion. This approach clarifies where adaptations are needed, supporting informed decisions on global vs. domestic growth. Overall, I think it’s a useful tool for aligning global expansion with strategic goals.

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One surprising insight was that globalisation levels are only at 10–25%. I initially assumed it would be much higher, reflecting my own privileged perspective. This realisation prompted me to consider the often-overlooked communities that remain disconnected from global networks. It also highlighted the untapped potential for broader inclusion in the future.

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With the CAGE framework, I can better analyse and predict if a company will succeed in their expansion plans.

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I am interested in understanding the realistic decision-making process that companies use to determine whether expansion is a viable option. I assume that there is no perfect scenario, so what would the "acceptable" trade-offs be in such cases?

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One key takeaway would be the CAGE distance framework, which helps companies to decide where they should expand to. However, CAGE distance framework is to only help with determining the attractiveness of foreign market and companies before deciding to expand, should analyse on the firm's strengths and weaknesses more.

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It did not occur to me that language would be a factor that could attract or deter companies from expanding to a certain countries. For instance, when given the Ireland vs Portugal example, despite the countries having similar structure, currency and access to customers, companies would still prefer Ireland due to the language spoken

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Using the CAGE distance framework, I can try to analyse firms that have expanded to different parts of the world and can try to understand their rationale behind why they choose to expand to these countries

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I would like to learn more about factors that could possibly affect a firms decision to expand that is outside of the CAGE distance framework

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My newfound understanding of the CAGE distance framework helps me in evaluating potential risks amd tailor stratefies in alignment with a market's unique attributes. By gaining valuable insights on how various cultural, administrative, geographic, and economic differences affect a firm's expansion strategy, I can now enhance the likelihood of proposing a successful market entry strategy for sustained growth.

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A key takeaway is the Integration responsiveness framework. I think that this applies to every business as they should focus on reducing costs and responding to other businesses actions which would help them to survive.

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I think that it is surprising to know that the globalisation rate was lower than what i expected. I thought that globalisation was already very prevalent in our countries but perhaps it might be a misconception. This might be due to the fact that we live in Singapore which is highly globalised as compare to other parts of the country which might be the reason for our misconceiption

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Using the frameworks taught in class, i would be able to better analyse a firm's position and resources

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I would like to know about companies who have failed and why did they fail. As usually only the success stories are publicised. Perhaps there are more insights to be drawn.

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One takeaway is that while globalization can bring about many benefits including access to larger markets and low-cost inputs, there are also many disadvantages to be aware of such as liability of foreignness and intellectual property loss.

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I was surprised to learn that the world is only 10-25% globalized. I always thought of globalization as something that was almost at a 100% level.