(a) The localization strategy that Coca Cola had adopted in the foreign markets until the late 1970s essentially concentrated or restricted the market expanse or the target markets of the company in the international market. Increasing localization in the international market had enabled the company to increase its market penetration into various foreign countries but a considerable expansion of market share or leadership/dominance required a relatively more composite and comprehensive business and operational strategy which could increase the overall or total sales volume of the company thereby enhancing revenue generation, long-term and sustainable profitability, and global market share. Such strategy would also practically enable the company to control or reduce the average production and operational costs and expenses and enhance the overall production or output level thereby exploiting economies of scale and ensure a sustainable and long-term mass production or output level by focusing on a more generalized and standradized business or commercial apprach in the global market. During the early 1980s all of these major economic benefits of the generalization or standardization strategy practically prompted Roberto Guizeuta, the CEO of Coca Cola to shift from the erstwhile localization strategy to a comparatively more generalized or standardized market strategy in the international market.

(b) In business, the business level strategy constitutes a composite, integrated, and organized set of conducts or actions by any business organization or company by effectively manipulating the core or fundamental competencies in the concerned target market or industry in order to gain a competitive advantage over its market competitors or rivals. Now, in this context, one of the foremost and prominent business level strategy by any business organization or company is to gain cost leadership over its competitors by exploiting the economies of scale and enhancing revenue generation and ensure market leadership and dominance in this process. Some of the common sources of economies of scale can practically include advanced technological endowments or resources in the production process which can ideally enhance the productive efficiency or productivity of the existing factor or inputs of production, effective substitution between the existing resources or factor/inputs, effieicnt utilization of learning and growth economies, internal organizational changes, and so on which can facilitate control or reduction of the average production or operational costs or expenses and aid in mass or large-scale production. All these factors or attributes can contribute to a sustainable economies of scale which can ensure long-term market dominance for any business organization or company. Aside from the cost leadership, the organizations or companies can also implement product differentiation in accordance with the diversified tastes, preferences, and demands/needs of the consumers or buyers. In contrast to the cost leadership which majorly focuses on long-term cost-control or reduction, this business level strategy essentially emphasizes on various niche target markets and specifically address or cater to the distinct and unique demands, tastes, and preferences of the consumers in those target or niche markets. Therefore, product differentiation strategy can potentially enable any organization or company to augment cnsumer base and the overall market share providing an upperhand to its market rivals or competitors. Another type of business-level strategy could be commercial mergers and acquisitions which can consequently reduce the market competition and consequently enhance the market power and dominance of any organization or company enforcing such merger or acquisition. Now, with such difference to both the cost leadership and product differentiation, mergers and acquisitions constitute internal business or operational strategy at the upper-level management of any organization or company which involves an absolute take over of any other organization or company or assume a partial ownership of any other company which can potentially enhance the overall production level of the parent organization, improve the operational efficiency and productivity, and increase revenue generation and profitability. Hence, unlike cost leadership and product differentiation that focus on a considerably narrow aspect of the overall business operation, commercial mergers and acquisitions are much more comprehensive and far-sighted business strategies undertaken at the internal organizational or management level.

(c) The process of market screening involves gaining relevant information and data regarding any concerned tradeable product or service by any business organization or company in order to right or fair price of the particular product or service. It is commonly used by the new entrants in any market or industry or any existing company or organization contemplating a new product or service launch in the concerned market or industry. Now, the initial or foremost step of the market screening process involves identification of the right and appropriate target market or country in which the concerned company product of service will be launched. Under this step, an organization or business has to thoroughly identify the required needs, demands, and respective preferences of the consumer or buyers in these target markets or countries which could be accordingly used or incorporated by the company for product/service designing and manufacturing. The next phase or step of the market screening process essentially concerns clearly defining the market segmentations based on the various needs/demands, tastes, and preferences of the target consumers or buyers and effectively adapting the marketing mix or the actions or strategies to promote and advertise the concerned product or service to enhance consumer reach and popularity within the target markets.