As globalization increases, a global strategic perspective will be as important for large companies as it is for mid-sized companies. The rapid flow of information across the world has caused people to be more aware of the tastes, preferences and lifestyles of citizens of other countries. Thanks to this flow of information, we all become – at different rates and from an economic point of view – global citizens. Today, more and more economies are opening their borders to trade and invest abroad. Specific elements of a strategy, such as market coverage or production specifications, can go global. But global strategies in all their aspects are rare. To successfully turn a global vision into reality, a company must carefully define how its particular business can go global. It depends on the industry, product or service, and the extent to which total success requires an internal condition in different parts of the world. It is therefore important to recognize that globalization is different for every company or sector. Globalization requires a company to rethink its strategy, its global architecture, its core competitions and its entire mix of common products and services. The results can lead to radical changes in how, with whom, why and how the company does business. So there are five factors that every business needs to be aware of when going global. These are dimensions with the aim of developing and maintaining a global competitive advantage. Essentially, these decisions determine the focus of an ongoing strategy. These factors are market participation, products/services, intensity and concentration of company activities, role of government in the exporting country and coordination in market decision making. When talking about market participation, a key question for many companies is "In how many and in which countries or regions should we compete?" Few companies can afford to enter every market available to them. Even large companies, like General Electric, must exercise strategic discipline when choosing markets that weigh the relative advantages of a direct or indirect presence in a particular country. For mid-sized industries, the choices are more. The key to gaining global competitive advantages lies in creating a global network of resources through alliances with suppliers, customers and even competitors. Going global takes a lot of time and money. Economist George Yip, experience suggests that the path to overseas expansion is determined by demand..