A "think global, act global" approach to strategy-making is preferable to a "think local, act local" approach when country-to-country differences are small enough to be accommodated with the framework of a mostly uniform global strategy. a company has worldwide distribution capability and a sales force big enough to cover all the world's major geographic markets. cross-country shipping costs are high, several rivals have important profit sanctuaries, and most rivals are pursuing multicountry strategies. o many of a company's rivals are pursuing either export strategies or multicountry strategies, the risks of adverse changes in exchange rates are small, and few rivals have profit sanctuaries outside their domestic market home base. O a company has the financial capability to minimize the effects of unfavorable shifts in exchange rates and also has a set of competitively potent resources and capabilities to overcome rivals that are pursuing "think local, act local" strategies