With the further development of the economy, economic globalization has become the fundamental trend of world economic development, and the production and operation activities of all countries or regions will be integrated into the global economy. A unified and interconnected market system will be shaped around the world. However, a dispute has long existed between standardization and localization in the choice of corporate strategy by multinationals. The former argues that in the business option of standardizing the management strategy, the economy of scale and the experience curve can be used for greater cost reduction, while the latter insists that the localization management strategy of the enterprise to choose is to meet the requirements of various countries and regions (Cheon & Cho & Sutherland, 2007). In this essay we will talk about it. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Standardization as a regular practice Standardization refers to a transnational company providing a unified product in a national, regional, or global market (Theodosiou & Leonidou, 2003). In the case of other similarities, standardization will generally be chosen. Furthermore, a company is more inclined to completely or partially standardize the business strategy in the foreign market, since the adoption of this management strategy has the following advantages: Achieving economies of scale and making prices predominant. R&D and mass-produced standardized products will contribute to the company's product development and research, as well as the economy of scale resulting from the manufacturing process (Moutinho & Chien, 2008). The realization of economies of scale will play an important role in both cost reduction and price reduction, making the company more competitive in global wars and its products more popular among customers around the world (Moutinho & Chien, 2008). In case the company reduces costs and prices but at the same time improves quality, customers will prefer globally standardized products. This type of cost saving is not only reflected in production and R&D, but also materializes in sourcing, distribution, promotion, advertising, logistics and the like. Furthermore, both planning and control can be improved and personnel utilization can be maximized through standardization, thus creating economies of scale for management (Theodosiou & Leonidou, 2003). To shape a unified image and build a global brand. The company adopting standardized management designs a series of brands and brands that do not conflict with the local culture in most countries and regions for its products, through devising unified and prevailing worldwide product standards world with advanced technology and excellent performance and efficiency (Washington, 1998). The communication medium acceptable to most consumer groups is used for dissemination and communication of information to the world through sophisticated CI image design. And customers are visually and aurally galvanized and impressed by a unified, distinctive and unforgettable product brand image, thus increasing their brand loyalty (Richard, 2016). Certainly, differences in consumer demand are not taken into account standardization management strategy (Cheon & Cho & Sutherland, 2007). Regardless of individual needs, it is believed that only one identical demand can be found in all consumers and they are askedmarket segmentations aside, which perhaps means a lot to the company, which exposes the company to potential dangers while bringing economies of scale. After all, each consumer's demand is naturally different. Its fatal weakness lies in the failure of standardized management to meet the diverse needs of different consumers. Competitiveness of local differential business strategy Localization operation is thedifferential management strategy implemented by a transnational company in accordance with the real situation of the place where the target market is located. By applying the differentiated strategy, you not only work to meet the specific needs of all local markets, but also maintain the company's competitive advantage of differentiation and earn profits (Haron, 2016). Compared to the standardized management strategy, the differentiated local enterprise is specifically distinguished by: The advantage of integrating into the local culture and better meeting the needs of local consumers. Consumption behavior depends to a large extent on culture, understood as the unique spiritual wealth of a region and as a particular historically determined value. On the one hand, localization has idiosyncratically eliminated the differences between foreign cultures, especially the alienation formed by cultural diversity, as well as the coercion and invasion of this culture (Cavusgi, 1996). On the other hand, the corporate strategy is developed by localizing management according to the situation of different markets and actual consumer demand. It is not simply a matter of conforming to the corporate philosophy of being consumer-oriented, but also of making it more likely that consumers will satisfy changing market needs (Cavusgi, 1996). It contributes to the effective allocation of global resources by the enterprise. As a symbol of a company strongly integrated into the territory, localization can fully share the advantages of production and manufacturing costs in the local market and at the same time make the most of the capital, technology and human resources of the host countries (Cavusgi , 1996). After allocating all kinds of resources around the world, the company will spend less on the total cost and increase the total benefit, thus always occupying a significant market share in the increasingly fierce market competition. Accurately control local market demand and gain local market competitive advantage. Attributed to the market Indigenization strategy, MNCs possess the ability to explore various markets. From the market perspective, the profit opportunities of businesses are all transferred with the consumer demand where there will definitely be potential business opportunities (Haron, 2016). For multinationals, the global market is divided by country, and all subsidiaries are empowered with customized marketing plans based on consumer demand in each market. All actions and means are aligned with local needs and preferences so that business opportunities in all countries can be fully exploited. However, the local differential operation also has a disadvantage. First, firms in which differential operations are sustained are less likely to become cost dominant (Viswanathan & Dickson, 2007). Since companies are required to realize the differential operation combination according to the differentiating needs, they fail to realize the scale effect and utilize the location advantages in the way of designing and manufacturing products. Second, differentiated management at the local level can trigger biasawareness of the brand. In different market segments, the company's separate product positioning, pricing strategy, distribution strategy, and promotion model can cloud consumers' brand cognition (Aaker & Joachimsthaler, 1999). Ultimately, local differential operation goes against the coordinated control of the firm globally (Ger, 1999). To implement differential operation, all subsidiaries are expected to have greater autonomy, which helps make subsidiaries more creative but also presents them with the dire dilemma of global coordinated control. In this regard, the transnational corporation will have to take into account the fact that global economic integration is underway and will make strategic decisions that extend to the globe. But in the process of actually implementing and managing it, the differences between different regions are considered based on the analysis of the merits and demerits of the two means, including standardization and localization. For multinational enterprises, standardized and localized management means are generally and synthetically used, and the proportions of differentiation and standardization depend on the actual situation. As a result, the concept of "global localization management strategy" comes forward, which is to require the company to carry out a double-track operation between "global standardization operation" and "local differentiated management" under the strategic thinking of "Think globally and act locally". ”.The international market must be divided macroscopically and all submarkets must be standardized. There are many countries and regions in the world, and the unique market demand of each country or region creates an independent submarket. Although overlooked market differences may cause business failure, the company is unlikely to design a differentiated product and make a business plan for all countries or regions. To make it compromised and efficient, it divides the international market at the macro level, i.e. dividing the whole world into dozens of submarkets consisting of many countries or regions and which have a basically identical environment for business according to a certain standard. Taking into account the different characteristics and needs of various submarkets, the company must adopt the differentiation management strategy, but insist on a highly standardized strategy within each submarket (Zhang & Cantwell, 2013).2. Product standardization and promotion localization. Relatively speaking, the implementation of standardized operation is unlikely in the international promotion of the company, since there are huge gaps between the cultural backgrounds of all countries. Among the various factors of the company portfolio, promotion is the one most sensitive to cultural differences. And discrepancies in aspects related to language and education, religion, aesthetics, advertising media and even government regulations make the company more inclined to the differentiated promotion strategy (Bustamante, 2011). In all countries, Coca-Cola drinks that manifest a global image of happiness, good times and pleasure are positioned equally, are uniquely formulated and wrapped in red and white. But when it is advertised internationally, it is necessary to consider the cultural differences of all countries. In a well-received advertisement for the Coca-Cola Company, Joan Gobinni, a rugby player, is shown presenting his sports shirt to a boy who gives him a bottle of coke after a tough match. But it has also changed outside of North America. Diego Armando Maradona as the Argentine football legend and Nivat as the football star.