What do you see as the main organizational problems that argon likely to be associated with implementation of a transnational dodge? The transnational schema is an international marketing method that seeks to mingle the benefits of global-scale efficiencies with the benefits of local responsiveness rather than settling for the limitations of either strategy. The transnational strategy also strives for local responsiveness and external tractableness within the foreign subsidiaries at the cost of integration. The transnational strategy creates a mutu anyy dependent relationship between the primordial hub and foreign subsidiaries, thereby empowering both worlds. The strategy also becomes troublesome to implement due to its conflicting nature. Most firms find it sticky to implement transnational strategy. In the long run, al nearly all firms want to take some elements of localized decision-making because each state has its own eccentric characteristics. For showcase, very few people in Japan prefer a computer that includes English-language keyboard. Another example would be how Coca-cola differentiates its ingredients for each country. Consumers in US prefer sweeter coca-cola plot Chinese consumers prefer less sugar.

There are some(prenominal) issues associated with implementing transnational strategy. Organizational issues include: Cultural differences, Language barriers, geographical barriers, technical challenges and sound knowledge of local market. Implementation difficulties include communication issues, trust issues, multiple roles, flexibility and cultural issues, among more others. For example, with GM, some European operations may need to collaborate with operations in Latin America. Significant performance ambiguities may occur with transnational strategies. A way to address these challenges is with a very strong culture and many integrating mechanisms. I personally believe that handling the technical challenges would be the most critical of all... If you want to get a full essay, pasture it on our website:
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