New Strategies in Emerging Markets Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

After regarded as "less developed countries", emerging markets (EM) are now offering significant growth opportunities for multinational corporations. Because EM very different from mature markets, they raise new policy issues that the traditional framework of marketing is not solved. Traditional models are against first-mover advantages in the EM. However, additional sources of advantage - enabling the government's attitude, pent-up demand, marketing productivity, marketing resources, and subsequent training - can make an early exit to the market desirable option. The authors provide a framework focused on demand, rather than risk that allows companies to assess the long-term market potential, identifying business prospects, and to predict the potential benefits. Using the database, the company can classify EM on the basis of short-and long-term potential. After the multinational corporation decides to enter the market, it needs a new framework for decision-making products and partnership policies. Various models of the market in EM means that, in contrast to conventional models, companies can expand the market faster, have to offer a combination of global and local brands of imported manufacturing joint venture brands, and use EM to test innovative products. Design and management of relationships with local partners, the distributor is the most important task for managers. In the areas of industry experience, direct sales, local autonomy, and privacy, experienced multinationals adaptation approaches in developed countries in ways that are appropriate for the developing ones. "Hide
by David J. Arnold, John A. Quelch Source: MIT Sloan Management Review 16 pages. Publication Date: 01 Oct 1998. Prod. #: SMR038-PDF-ENG