Multinational Strategy Molex Incorporation utilises a global strategy that emphasises on standardised products and processes across its operations and markets. The global strategy is one of the international strategies firms use to guide their growth efforts across markets/countries. The other strategic options included in the international strategic framework are the multi-domestic and transnational efforts. The strategic options included in the international strategy model involve a trade-off between global efficiency and local responsiveness. Molex’s global strategy centres on cost reduction, superior customer service, and mass production of standardised products meant for global consumption. The essence of having a global strategy is to achieve standardisation and consolidation of business processes across markets (Kotler & Keller 2009). Molex’s strategy aims at maximising profitability through low costs derived from mass production, strategic locations, and core HRM competencies. Molex’s production sites are located in economies with favourable cost conditions and proximity to its biggest customers. In Molex, no attempt has been made to achieve local customisation of products or processes, except for its HRM function. Firms employ a multi-domestic strategy to maximise local responsiveness through customised products that match local/national tastes and preferences (Ketchen & Short 2012). While product customisation allows a firm to enhance the value of its products locally, it reduces the capacity to achieve significant cost reductions related to economies of scale (Ketchen & Short 2012). In Molex, the strategic focus is on global consolidation of skills, communication processes, and labour to produce low-cost, standardised goods for global consumption. This approach is different from the multinational strategy, where a dominant firm sells high-priced products that cater to universal needs. The global standardisation strategy makes sense for Molex because the firm supplies electronic components that tend to be highly standardised and homogeneous. A global strategy is characterised by the convergence of customer tastes and purchasing power across economies. For Molex, being an international brand with operations in more than 20 countries, mass demand, global brand awareness, cost reductions obtained from standardisation, and declining trade costs due to globalisation constitute the key growth drivers. Using the Balanced Scorecard, Molex’s strategy favours the financial perspective (Landry, Chan & Jalbert 2013). The global standardisation strategy allows the firm to meet its cost-reduction targets and grow its sales. Performance Indicators Firms use key performance indicators to measure their productivity or strategic goal attainment. Molex’s revenue grew steadily to $3.62 billion in 2013. Selected financial data show that Molex experienced a steady performance between 2010 and 2013, as shown in Table 1 below. Table 1: Financial Performance of Molex (2010-2013). Operations                        2013                                             2012       2011       2010     Net revenue                       $3620447                                         $3189189   $3587334   $3007207 Gross profit                      1063114