The Future of Business in Emerging Markets: The Success Factors For Market Growth In The 21St Century

The Future of Business in Emerging Markets: The Success Factors For Market Growth In The 21St Century

Nenad Pacek

Language: English

Pages: 224

ISBN: 9814346314

Format: PDF / Kindle (mobi) / ePub

Since most developed world economies will grow slowly under the burden of public and private debt in the next decade, the corporate focus on growth opportunities has shifted to emerging markets. Financial indicators already suggest sales and profit growth will largely come from emerging markets. Written by a leading expert in emerging markets, this book explores what will change economically and what are the overriding business megatrends that will shape corporations and their strategies in global markets. It shows how companies can take advantage of that growth opportunity in emerging economies in the most efficient way and how to prioritise resources geographically for the best short, medium and long-term returns.

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officers to talk to customers in emerging markets, so they can themselves see the market needs, price points and competition. Third, they argue that products and services in lower segments will also do well in the increasingly price-sensitive developed world. Therefore, serving multiple market segments is not just a part of an emerging markets strategy, but also part of a global strategy. Once CEOs and top officers realize this, it is easier to start moving the whole company in this direction.

individuals) are not necessarily keen on following new ultra-fast growth strategies that companies are trying to put in place in high growth markets. Sometimes, distributors are simply financially too weak to follow fast growth strategies. Consequently, one of the key criteria for selecting new distributors involves assessing their pro-growth attitude and the ability to finance and execute it. Companies are using a multitude of ways to select new distributors, including word-of-mouth

more than 3%. Others say to their regional guys: “You can increase your overall salary cost for existing staff by 2.83% – but you decide who gets a bit more and who gets less.” But that is utterly unhelpful and detrimental to retention when it comes to so many emerging markets, where annual salaries can go up between 5% and 20% (or even more if the inflation rate is quite high) per year on average. The main point to understand is this: if you want to keep the best people, you have to pay in line

Greek debt crisis develop and why we are now talking about further contagion in other markets? When they asked some of the key EU leaders what they would do about Greece, the response was something like, “We are still thinking about it”. It was the same response for weeks, then months. The procrastination of response and insistence on deep austerity (we know that deep and hasty austerity measures kill growth and increase public debt) in return for a bailout all encouraged the fear of contagion.

leaders in the US and most of Western Europe and have a presence in over a hundred emerging markets, but no market leadership in 85% if the emerging markets they operate in. In some places they are not even among the top five players. As I go through the documents, I can see why. And I am curious to know if the CEO, who I will meet for the first time, will want to commit to emerging markets in the long term, or if he is just a short-term, quarterly kind of guy. If he is a short-term guy, all the

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