February 22, 2012 by admin

Emerging Markets – Business – Research Guides at Dartmouth College

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Guide to Secondary Sources of Marketing Data

This is a general guide to secondary sources of marketing data and is meant to provide a starting point in a search for market data.

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The type of data most commonly needed by market researchers is either competitive information, e.g., sales, market share, profitability, marketing spending etc., or customer information, e.g., size, demographics, psychographics etc. Further, competitive information can be at the industry, company, or product level. Therefore, this guide is structured around four broad categories of data: Industry, Company, Product, and Consumer. Because sources may contain information for more than one of these categories, sources may appear in more than one category.

You will also find additional resources, such as industry associations and a list of common marketing journals, that will be useful in your search for market information.


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February 14, 2012 by admin

International Marketing – Find International … – Business.com

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Understanding who will buy your goods is key to selling abroad

By Greg Brown

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Who wouldn’t want your widget? It’s well-made, cheap to operate, handsome on a desk and beats the stuffing out of its competitors; has for years. Problem is, no one in a foreign country even knows your name. Even well-known global brands fight this battle daily in the struggle to create awareness of what are, effectively, completely new products in the developing economies of the world. If it’s tough for General Motors and Coke, it’ll be tough for you. But not impossible, and chances are you literally have no competitors yet in many of these markets. It’s just a matter of:

getting your foot in the door, and;

following through.

Do the mental legwork

A big part of selecting a target international market is understanding how buyers there can afford your product, and why they might want it. Market research – always vital – is absolutely essential when going abroad.

Try: Both Standard and Poor’s and Euromonitor operate extensive subscription databases that provide tremendous detail, including private company data and tools to identify potential partners.

Understand the obstacles of marketing a foreign name

No one knows your brand, and there’s no money to do a big splashy launch. Getting to your customers isn’t impossible, but it is harder than at home.

Try: MarketingProfs.com runs a channel of articles specifically about global marketing. It’s written by professionals and academics.

Find the distributors and the deals

It’s a little-understood fact, but there are thousands of small importers in every country looking to source just about anything they can turn into an opportunity to sell more. Find them and understand their needs.

Try: Globus provides trade leads and market research by sector from the U.S. government. The U.S. Commercial Service also has full-text market research searchable by country or sector.

Bring in professionals

After “where” and “what,” it’s time for “who.” Hiring a research organization or an agency in-country can help you direct resources to the right effort early on.

Try: GreenBook and International Market Research Information have databases of marketing agencies and focus-group facilities. Esomar , the international research association, also has a database of experts searchable by geography.

Before you go, write out the plan

Global sales and marketing plans look a lot like any other business plan – except deep down, they’re not. Get a cheat sheet using software that pre-writes a template, then plug in your own research.

Try: Palo Alto has business planning software, including a global business plan template.

Get a serious market review done before you launch. It’ll cost you, but it would help to know which, if any, of your competitors is already on the ground. If not, why not?

Consider pricing carefully. The cost of shipping and getting past customs could drive your profit margin down to negative figures. Price too high, and sales plummet.

Most companies start out with resellers and then, once a market is established and profitable, edge them out in favor of an office. Some never do.

An accurate, well-translated web site is essential as Internet penetration rates rise in the developing world. Not being “local” on the Web can make your company seem unserious. A badly translated site is worse. Hire local talent for this.

Spend media money carefully. TV might seem comparatively cheap, but is anyone with money watching that channel? Here, an in-country agency is key.


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February 13, 2012 by admin

blog SKOLKOVO: Business information for emerging markets

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Business information for emerging markets

Creating a strategy for capturing the business opportunities in emerging markets is at the top of the agenda for many companies. This article written by our library project manager Helen Edwards looks at what researchers and experts are writing about.

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A recent influential book Winning in emerging markets: a road map for strategy and execution by Tarun Khanna and Krishna G. Palepu (Harvard Business School Press 2010) argues that the key characteristic of emerging market economies is institutional voids, the absence of the business systems, financial infrastructure, regulation and legislation, which facilitate business. The book introduces a five phase process for exploiting these voids as opportunities. This “portable” definition can be applied to any emerging market country. Harvard Business Publishing has also put together a collection of recent articles Thriving in emerging markets to be published in June 2011.

The Financial Times regularly publishes special reports on the BRIC countries, former CIS and the Middle East. Recent and about to be published reports include 20 May The New Trade Routes: India. This report shows how India, already known as the IT back office of the world, is challenging China on manufacturing, especially of telecomms and small cars. 23 May is Brazil China Trade 2011 speculating on the long term relationships within the BRICS, 27 May FT Wealth 2011 Emerging Markets Special and 16 June Russia and the World. The FT also has a dedicated blog beyondbrics: the FT’s emerging market hub at which is this month celebrating its first birthday. This brings together news and views from over 40 correspondents in emerging markets around the world with graphical summaries of market data .

Mckinsey have just published Is your emerging market strategy local enough? recommending a strategy based on city clusters with case studies from China, India and Brazil.

Wharton School’s famous blog Knowledge@Wharton has Indian, Spanish and Chinese editions, the last two also in local languages. Recent articles include microblogging in China, India’s revised FDI guidelines and the potential for overheating in the economies of Latin America.

SKOLKOVO Institute for Emerging Markets (SIEMS) have devised a new Emerging Markets Index: Brave New World: categorizing the emerging market economies: a new methodology

This ranks 113 developing countries using 15 variables and grouped under four stages of emergence: advanced, intermediate, early and dormant.

There are several subscription services covering many countries. ISI’s Emerging Market Information Service ( EMIS ) includes news, analysts’ reports, market research and company information for more than 80 emerging markets from more than 20,000 sources. Other subscription sources of country data: macroeconomic trends, business environment, political risk and forecasts are the Economist Intelligence Unit and Business Monitor International


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February 12, 2012 by admin

The Right Way to Restructure Conglomerates in Emerging Markets …

The Right Way to Restructure Conglomerates in Emerging Markets.

Article from: Harvard Business Review | July 1, 1999 |

| Copyright 2002 Harvard Business Review ( Hide copyright information ) Copyright

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Tarun Khanna is an associate professor and Krishna Palepa is the Ross Graham Walker Professor of Business Administration at Harvard Business School in Boston. Their previous HBR article on emerging markets, “Why Focused Strategies May Be Wrong for Emerging Markets,” was published in HBR July-August 1997.

In many countries, diversified business groups substitute for the institutions that support effective markets in capital, labor, and goods and services. Their capacity for doing this must be strengthened through restructuring, not destroyed through dismantling.

WESTERN CORPORATE STRATEGIES have long been held up as role models for businesses in emerging markets. The reaction to recent financial crises in Asia and Latin America has only served to reinforce this practice. The multilateral financial institutions, consultants, and academics that advise businesses and governments in emerging economies have all been pressing for a closer convergence of first- and third-world business models for the private sector. The details differ, but the advice boils down to the same thing in virtually every emerging economy: dismantle the diversified business groups that dominate the private sector. These include huge conglomerates such as the chaebol in Korea, the Tata Group in India, and the Koc Group in Turkey. The arguments for restructuring conglomerates are simple. Selling off assets could quickly reduce the huge debt some of these groups have built up. More fundamentally, though, breaking up these mammoth organizations could reduce their gross inefficiencies and promote greate r entrepreneurship. Implicitly or explicitly, then, the Western financial community is encouraging business groups in emerging economies to unbundle their assets in the same way that companies in advanced economies did in the 1980s.

Although well intended, this advice is flawed. Behind the recommendation that business groups should be broken up to create more focused and efficient companies lies the notion that well-functioning markets can be mandated into existence. But our research, conducted in a broad range of emerging economies including those of Chile, India, and South Korea, demonstrates that even with the best intentions, it takes longer than a decade to build the kind of institutions that can support well-functioning markets for capital, management, labor, and international technology.

Rushing to dismantle the business groups that now fill these institutional voids could do more harm than good. It would simply reinforce the inefficiency of the private sector and may intensify social distress, which emerging economies are extremely ill equipped to handle. It also poses practical problems. For instance, how easy is it to estimate a reliable breakup value for a business group in the middle of a fire sale and in the absence of a well-developed market for asset sales?

But if dismantling business groups is not a sensible option, what should industry leaders and governments do instead? We believe the answer is to encourage business groups in the short term to pursue alternative internal reforms that improve their performance and their ability to substitute for market institutions. Governments in developing countries must focus on building up those market institutions in the long term. The dismantling of business groups will, we believe, follow naturally once those institutions are in place. Increasing competition will force the business groups to restructure themselves.

Of course, that’s not to say the government plays no role in business reform. Any initiative to develop emerging economies must acknowledge that the business groups themselves may want to maintain the status quo. Those groups wield considerable economic and political power that can be used not only to block immediate attempts at dismantling them but also to stifle the longer-term development of markets and to work at cross-purposes with the government. But the government should focus on forcing only those reforms that are vitally necessary to build independent market institutions. First, though, let’s look at the underlying challenges involved in creating such institutions.

Building a Market Infrastructure

In any market — for capital, labor, or goods and services — two forces tend to increase the costs of transactions: unequal information and potential conflicts of interest between buyers and sellers. Advanced markets attempt to minimize these forces through effective intermediaries, sound regulations, and contracts that can be enforced. In the U.S. financial markets, for example, investment bankers play an important intermediary role in the markets’ allocation of capital to business, while the rules of the Securities and Exchange Commission ensure that investors can rely on corporate disclosure. Similarly, the existence of hundreds of business schools that train and certify managers contributes to the dynamism of U.S. managerial labor markets.

When institutional mechanisms such as those are underdeveloped or missing, transaction costs rise, and the economy’s scope for growth is limited accordingly. Thus, the existence of this soft infrastructure to serve a country’s capital, labor, and product markets is just as important to a modern economy as a hard physical infrastructure, such as roads, ports, and telecommunication systems. In the long run, the absence of a soft infrastructure depresses a country’s standard of living and restricts its access to international capital and management talent.

Building this soft infrastructure poses a significant challenge for emerging countries because they find it tough to import basic concepts and practices from the West. Consider Korea’s financial market infrastructure. One would think the strong presence of foreign investment banks, consulting firms, and accounting and auditing companies &


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February 12, 2012 by admin

Franchise Your Business to Enter an Emerging Market

Franchise Your Business to Enter an Emerging Market

By Nazir Daud

Franchising your existing business might be the best possible way to take the opportunity to enter emerging markets. Markets like India and China have complicated rules and regulations about who is entitled to own and operate a business there. The best way often to circumvent these rules is by franchising your operation in these markets.

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By using franchising the franchisee owns the business whilst the franchisor takes a share of the profits. Why does an established business want to deal with headache of red tape and restrictive trade practices when with a leap of the imagination the franchise model allows them to achieve the same profitability without the same hassles?

Many British retailers including Argos and Mothercare have used the franchise model to dabble in new emerging markets. The franchise leaders that are quick to carve out major niches in these new emerging markets will grab unprecedented market share before their slow and sure footed competitors move in.

The largest emerging market place is China with India being a close second. China could become the largest market place in the world within the next ten years and overtake the USA.

Franchising is the ideal route for many US and UK companies who want to test the water without expending large sums of capital. This gives them a chance to dip their toes in the water without risking large sums of capital.

Once large organisations find that their business model does actually work in the new, exciting and dangerous market place they can dedicate their resources to find better ways to keep a higher percentage of long term profits for themselves.

China and India are very unique marketplaces. Unlike say for instance Australia not everybody in China speaks the same dialect. The divide between rich and poor is also vast. Tastes vary enormously as does buying power.

In India there are literally hundreds of different languages whilst admittedly the main bulk of buyers with money can be targeted by 2 languages… Hindi and English. Again here spending powers vary and so do belief systems.

In reality trying to expand new emerging marketplaces without testing the waters first is fraught with danger. Franchising offers a real solution to test out the marketplace, learn the structural issues and change your products and marketing so that it identifies with the local marketplace. This does not mean that you can not enter the marketplace independently. You can franchise x numbers of units and then create non franchised units in other territories.

Throughout history economic powers have grown and declined. Asia is growing rapidly and will play an ever increasing role in the ever demanding need for companies to find new customers. The buying power of Asian consumers is rising at a dramatic pace and the consumers are demanding better products and improving service. The opportunity is there now for Established US & Europe brands to market their brands and test the waters before entering fully.

To sum up, the emerging markets are predicted to compete with the western powers in terms of buying power and economic strength. Any company which ignores this is turning a blind eye and letting its competitors expand, gain a foothold and exploit the opportunity whilst they watch and wait.

About this Author

Naz Daud is the founder of CityLocal. This Business Franchise Opportunity is for people who would like to work from home and be their own boss.


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February 10, 2012 by admin

Global Marketing Sample Business Plan – Executive Summary – Bplans

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Executive Summary

West Pacific Marketing Consultants aims to provide marketing services to targeted business environments in Indonesia, Asia, and the west Pacific region.This plan seeks to generate a significant increase in company sales and profits from thedelivery of retainer consulting, project consulting, market research and industrial analysis, feasibility studies, and strategic analysis and reporting services, compared tothe preceding year.

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The highlights of this plan arethe targeted gross margin and sales-revenue. The targeted gross margin and sales-revenuefor each of the first five years of this plan are presented in the following chart and the tables presented later in this plan. These figures represent the key prospects available for West Pacific Marketing Consultants. These targetsare attainable through a proactive approach to the candidacy of clients, teaming-up with technology providers, and partnering with reputable local and regional engineering suppliers and construction firms to reduce competition, improve pricing, and reduce risks.

This business plan has been created on the basis offive yearsof market research. Data conclude the size and growth of the market and geographical segments, customer needs, perception, and buying behavior trends have been on the upswing, and are expected to continue in this trend for the next five years. West Pacific Marketing Consultants feels thatitis able to fill the hole in the marketing niche, and will benefit from operations beginning in January, Year 1.

Note: Allfigures within this plan are in the U.S. dollar, and reflect the currency exchange rate of $1 = Rp 7,200.

1.1 Objectives

West Pacific Marketing Consultants’ objectives are to make an equal and fair profit in the business-to-business (B2B) and business-to-consumer (B2C) marketing services industry. This goal isto be reached by attaining the numberspresented in the Sales Forecast and Financial Plan topics.

1.2 Mission

West Pacific Marketing Consultants offers companies, government institutions, nongovernment organizations (NGO), and individuals reliable, high-quality, and cost-effective consulting services for various purposes. Our services include business development, market development, market intelligence, industrial sectors analysis, and channel development on a global scale, as well as sales assistance for global companies in theIndonesian market.

The situation in Indonesia iscurrently characterized by the facts that times are tough, investment appetites are low, industries are cutting costs, and budgets are being slashed. Fully aware of this situation, West Pacific Marketing Consultants, after completing a five year research study, has come tothe conclusion that its potential clients would be interested in doing things in a smarter way, with good support of a reliable and efficient market intelligence. West Pacific Marketing Consultants believes that it can provide both solutions and value creations to its clients. Its senior executive consultants have been working with some reputable U.S.-based global companies for more than 14 years, andhave extensive knowledge of Indonesian, Asian, and Pacific business environments.

1.3 Keys to Success

The are two keys to success that West Pacific Marketing Consultants is focused on. These are broadlky characterized as Internal and External Factors, and are explained in more detail in the following two sections.

1.3.1 External (Business Environment) Factors

The Asia-Pacific Region is now living in an interesting era: the process of change from the “old economy” to the “global new economy” brings a tremendous development growth of e-commerce, mobility of capital, and liberalizationto the region. Since the newglobaleconomy brings new economics, new market structures, new industry structures, and new company structures, the profile of customers has alsochanged. Customers have evolvedfrom “solution demander” to “value demander,” and from “clients” to “business partners.”

West Pacific Marketing Consultants is proactively focused on establishing relationships with multiple digital contents, companies, government institutions, regional (provincial) government offices, NGOs, and individual customers as its prospective business partners.

1.3.2 Internal Factors

The company feels that it controls its own success through some basic internal factors. These are:

Selling and Marketing Power. The services the company provides are made attractive in order to maintain a certain percentage of B2B and B2C clients. Being a market intelligence services provider, business and market development consulting services provider, and business and sales representative, West Pacific Marketing Consultants demonstrates a successful approach in converting its reputation into an excellent brand to ensure the conversion of its clients’ knowledge into their intellectual property, thus creating value for its clients.

Excellence in fulfilling the promise. Clients do not buy features, they buy benefits. To realize a benefit, a claim must be made and proof presented. This company has had success on claim after claim.

Developing visibility to generate new business leads. Participationby the company in online business affiliations with reputable global players of e-business technology is a necessity. Two of these players are Palo Alto Software and B2BToday.com.Strategic relationships must also be made with companies, government institutions, regional (provincial) government offices, and NGOs,as well as withindividual customers.

High-quality serviceand customer satisfaction. Everythingthe companysells is guaranteed; therefore, the services have to do what the customers want, and do itwell. Long-term customer satisfaction is critical tothe survival of the company.

Create multiple opportunities from a single line of expertise. West Pacific Marketing Consultants is able to leverage from a single pool of expertise into multiple revenue generation opportunities: business development, market development, market intelligence, industrial sectors analysis, and channel development on a global scale, as well as sales assistance for global companies in the Indonesian market.

Key management team. The right management team is integral, and must have a strong foundation in marketing, management, finance, and services development. The company is confident in its team.

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February 7, 2012 by admin

Emerging market stocks set to capture spotlight in 2012

A man talks on his mobile phone as he looks at an electronic display board at Brazil’s BM&FBovespa stock exchange in Sao Paulo August 4, 2011.

Credit: Reuters/Nacho Doce

By Marla Brill

Wed Feb 1, 2012 8:18am EST

(Reuters) – If you were burned by emerging market stocks last year, you might want to give the relationship another chance in 2012. The stocks are doing pretty well so far this year, and analysts point to multiple reasons the gains should continue.

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During the first four weeks of the year, Vanguard’s MSCI Emerging Markets, the largest emerging market stock index ETF, was up nearly 11.6 percent – more than double the 5 percent return for the SPDR S&P 500.

The upswing indicates to investing experts that a drop of almost 20 percent in emerging market stocks last year wasn’t a bubble bursting.

“After burning investors last year, we expect the BRIC countries to be among the top-performing markets in 2012,” said Ned Davis Research analyst Anthony Welch of the four dominant emerging markets: Brazil, Russia, India and China. “We think this is a good time to add to exposure to those markets.”

The stocks and the funds that invest in them are still vulnerable to many of the same shocks that rumbled through the markets in 2011; but analysts say a combination of positive economic trends, comparatively strong growth, and down-to-earth prices make the recent upswing not just a recovery bounce, but an opportunity.

To support his optimistic outlook, Welch, in a January client report, pointed to a demonstrated ability of those countries to manage the delicate balance between controlling inflation and maintaining economic growth. He also pointed to signs of stabilization among global economies.

‘GOOD SHOT’ AT OUTPERFORMING U.S. STOCKS

Another draw for investors: stock prices are trading at a discount compared to historical levels even after the recent rally, said David Semple, Director of International Equity at Van Eck Global.

According to Semple’s estimates, the group is selling at less than 10 times forward earnings, compared to their historical range of 12 to 13 times earnings.

“That’s not as cheap as the post-crisis periods of late 2008 and early 2009, but it’s quite attractive,” he said.

But he also cautioned that a worsening of the European debt crisis or other developments could throw at least a temporary wrench into the picture.

“Emerging market stocks have a good shot at outperforming U.S. stocks this year, but that could easily change if the Europe situation turns into an ugly mess. And other potential problems — such as an unanticipated slowdown in developed market growth, too much credit restriction in China, and even weather-related issues that could impact food prices — are still there,” he said.

Investors are also keeping an eye on slower economic growth in the more mature emerging market countries, especially China. This year, the World Bank expects gross domestic product growth in that country to come in at 8.4 percent compared to 9.2 percent last year and 10.3 percent in 2010.

Still, GDP growth in emerging market countries is likely to continue to outpace expansion in the United States and Europe by a healthy margin, according to the most recent projections from the Conference Board, a New York-based business and economics research group funded by major corporations.

The Conference Board said it expects growth in developed economies to slow down from 1.6 percent in 2011 to 1.3 percent in 2012 while emerging market growth will decelerate from 6.4 percent in 2011 to 5.1 percent this year.

EMERGING MARKET ECONOMIES

The positive impact that comparatively robust emerging market economies could have on those countries’ stocks is the main reason Weyman Gong, chief investment strategist at Signature Financial Management in Norfolk, Va., allocates as much as 20 percent of his clients’ stock portfolios to exchange-traded funds (ETFs) and mutual funds that focus on

those regions.

For broad exposure to emerging markets he uses two ETFs, Vanguard MSCI Emerging Markets and iShares MSCI Emerging Markets. As of Friday, they were up 11.57 percent and 11.65 percent, respectively, so far this year.

“In the U.S. and Europe, consumers are so highly leveraged that they have to use money to pay off debt rather than spend,” said Gong, whose firm manages some $2 billion in assets for high-net-worth individuals and families. “Emerging market households aren’t nearly as consumed by debt, so they have more money to feed the growth engine.”

Even with the group’s notoriously sharp downturns and snap-backs, Gong believes that retirees should have an allocation toward emerging market stocks in the low teens.

“Treasury bonds may seem safe, but at current yields they provide no protection from inflation,” he said. “Putting money under the mattress won’t protect you 20 or 30 years down the road.”

Mark Martiak, vice president at Premiere Financial Advisors in New York, New York, typically invests between 10 percent

and 20 percent of his clients’ equity portfolios

in emerging market securities. Because they don’t perform in sync with other asset classes such as U.S. stocks and bonds, he sees them as a good way to diversify.

“Emerging markets will remain the fuel for world growth, and secular themes such as population growth and an emerging middle class are truly powerful drivers,” he said. “But I always warn my clients that the short-term headline risk with these securities is very real.”

(Reporting By Marla Brill; Editing by Beth Gladstone, Chelsea Emery and Andrea Evans)


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February 7, 2012 by admin

Emerging markets telecom operators to

Emerging markets telecom operators to capture $200bn ICT opportunity, says Delta Partners

United Arab Emirates: Wednesday, June 01 – 2011 at 13:36

iPhone 4S doubles data consumption: study

Delta Partners, the telecoms advisory and investment firm, released its latest White Paper titled “ICT in emerging markets: a $200bn opportunity that cannot be ignored”. Information and communications technology (ICT) is a $3 trillion industry globally, dominated by IT firms and telecom players.

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Growth is coming from corporate customers becoming more comfortable with outsourcing their IT infrastructure or entire business processes (BPO) as well as the rise of Machine-to-Machine (M2M) and cloud computing.

It has always been on the agenda of large telecom groups like BT, France Telecom and Singtel, but is becoming increasingly relevant as telecom operators are finding ways to defend their traditional voice business and trying to expand into new market segments.

This report focuses on the opportunities and challenges in three emerging market regions of South East Asia, Middle East and Africa, the growth drivers and implications for telecom operators.

The ICT market can be broken down into six different categories of services, from more network-centric to more IT-centric services. Examples of network-centric services are core voice/data services, managed services and M2M – all which are closer to the Telco domain, whist IT-centric services consist of IT professional services (BPO) and packaged software/hardware. These services range widely not only in terms of revenue potential, but also in terms of EBITDA margin (higher margins for network-centric services at 15-45%, and lower at 3-25% for more IT centric services).

The ICT market in South East Asia, Middle East and Africa was worth $168bn in 2009 at around 5% of the global market. This is expected to grow by $60bn until 2013 to $228bn in 2013 – a large incremental growth opportunity.

“The size of the ICT opportunity is significant in all three regions and it is expected to grow rapidly at an annual growth rate of 8% in the next three years as markets mature and operators continue to embrace ICT and its potential,” says Dimitris Lioulias, Manager at Delta Partners.

“The window of opportunity for aspiring telecoms operators however is narrow. Firstly, because competition is increasing on the access side and secondly, because IT players are moving aggressively to lock in long-term contracts those enterprise and SME customers willing to outsource a number of their networking and IT needs,” Lioulias adds.

The growth by region is heavily influenced by structural factors and needs to be assessed at a market by market level, to give some highlights by region:

- South East Asia: Business process outsourcing is at the forefront of ICT services being provided and a strong growth driver.

- Middle East: Slow deregulation of the telecoms markets is hindering strong development of ICT, but a vacuum in the local SME and corporate markets offer potential for growth.

- Africa: Poor fixed infrastructure is affecting the development of ICT negatively, reducing the biggest opportunities to two countries South Africa and Egypt.

Jacobo Garcia-Palencia, Partner at Delta Partners, adds, “Operators have to consider a number of key success factors, such as their relative size, assets, capabilities, and resources before they venture into ICT, as they have to devise their own clear strategy on how to approach the opportunities and risks entailed by the ICT market. The actual transition into an ICT player is a long-term process that requires strong top-management support and disciplined execution to make it happen.”

The ICT opportunity is sizable and it is gathering further pace but the urgency to act is not the same for all players. Operators have to carefully assess the possibilities in their own market environment and transform their mindset and operating model to increase their chances of becoming relevant in the ICT space.


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February 5, 2012 by admin

Global Marketing Strategies – Global

Global Marketing Strategies More Details about Global Marketing Strategies here.

Global Marketing Strategies For A Globally Competitive Business

With increasing competition and the challenges of the recent global financial crisis, developing sound global marketing strategies will help your business thrive and grow. This is most especially true for those emerging business that are forced smack into an industry that is ruled by globally positioned companies. Hence, the challenge of establishing yourself in the global market becomes that much tougher.

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It is therefore important to develop and master the basic global marketing strategies in order to succeed in your efforts.

Conducting Market Research

With a global economy, companies are constantly subjected to pressure of delivering quality products that meet the needs of individuals. Therefore, constant research is being conducted in order to survey the needs of potential customers and adjust their products’ standards and features according to that. Market research indeed is one of the most reliable global marketing strategies there is that has enabled companies to respond to customer needs in terms of production.

During your market research, take note of all inputs and data you have gathered. This will enable you to create a standard within the company and also to meet the expectations of the global market, as a whole. Global marketing strategies such as market research is a perfect opportunity to tailor your services and products for a given market.

Advertising Aspect

Now that you have polished your product to reach a certain market standard, advertising is another critical marketing activity to look into. Advertising, when done properly, is one of the most effective global marketing strategies as it is able to communicate to the global market the potentials of your product. As much as possible, you need to tie up local and global agencies in order to evoke not only material but also the individual needs of consumers.

Pricing of Products

Pricing is one marketing strategy that must be approached on a local and global perspective. Certain agencies help control and standardize pricing for certain products. Despite of global standards, however, there are certain factors that determine a given product’s price that cannot be subjected by global pricing activity. Therefore, you need to assess whether you are willing to cut costs or look for cheaper materials in order to compensate for a lower pricing. Or do you need to exceed pricing standards for a better quality product? Another consideration to make when it comes to global marketing strategies in relation to pricing is competition. You need to determine whether it ruins your market share or not.

Global Positioning

Positioning your products globally is probably the toughest of all global marketing strategies. With the pressures of competition and quality standards, you need to keep up with your competitors. You need to master the act of balancing between catering to a global market and being sensitive enough to the needs of individual markets. Hence, globally positioning your products involves time and constant study to be able to perfect.

Selling Your Product

As a global company, you need to be able to create various channels that will cater to the individual calls for order by your customers. This will ensure that all customer requests are being paid attention to. As the final stage in your global marketing strategies, finding several distribution channels to make your products more accessible to consumers will seal your efforts to establishing global marketing dominance.

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February 1, 2012 by admin

Adapting for emerging markets | European

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The village roads can be impassable, home cooking is still a way of life, and local products often have generations of loyal customers. But emerging markets in Eastern Europe and Asia are delivering some of the strongest growth for global makers of fast-moving consumer goods – everything from snacks to toothpaste – despite concerns that lower prices would mean lower profits.

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Emerging market leaders like Coca-Cola, Unilever, Danone, and Pepsi now earn five to 15 per cent of their total revenues from the three largest emerging markets in Asia – China, India and Indonesia. And the trend is likely to continue: the GDP of emerging markets equalled that of advanced nations for the first time in 2006, with much of the growth coming from Brazil, Russia, India, China, Eastern Europe and Turkey.

With growth slowing in the mature markets of North America and Western Europe, some FMCG companies have figured out how to companies have figured out how to tap into the purchasing power of a growing middle-class with rising income, credit cards and access to personal loans. What separates the winners from the losers?

Flexible thinking, to begin with. The successful firms reconfigure global products to compete with popular local brands, both in price and taste. They adapt Western marketing and management practices to local customs. And, where infrastructure is poor, they develop work-arounds to distribute their products – such as Unilever’s use of motorcycles to reach remote villages in Indonesia.

The rewards can be substantial. In some categories, growth in emerging markets is three times that of developed markets. Each market requires different adaptations, but there are some common practices.

Multinationals used to target premium segments with higher profit margins in developing nations. But now leading firms have started selling brands aimed at the mainstream – a strategy that allows them to drive down the costs of their premium products and achieve economies of scale in manufacturing, distribution, and brand building. Cosmetics giant L’Oreal took this approach in Eastern Europe, introducing a diverse line of facial and body-care brands targeted at the mass market, as well as its affordable “luxury” skin care brands. In the first half of this year alone, L’Oreal saw its Eastern European year-to-year sales jump 30 per cent.

Home-grown competitors have several built-in advantages, including consumer loyalty and lower costs. But by taking the time to learn and master local market complexities, multinationals can gain a competitive edge. Often, it requires fundamental changes to the product offering, such as switching to smaller pack sizes, using unconventional distribution channels, or developing products in local flavours. In Russia, P&G surmounted the distribution obstacles of breaking into that vast market by investing $40m in a van and car fleet that often delivered products directly to stalls in open-air marketplaces.

Coca-Cola accelerated its growth in the Russian soft drinks market by acquiring the second-largest Russian fruit juice maker, Multon, positioning itself to exploit the popularity of fruit juice drinks. Russia is the largest producer and consumer of fruit juice in Eastern Europe, where sales shot up 64 per cent between 1998 and 2003.

In between the traditional high-and low-end market segments is the large and flourishing market for what we call “good-enough” products, with higher quality than low-end goods, but affordable prices that still generate profits. Feeding this market requires that companies aggressively manage costs. Among the techniques: taking advantage of used plants, local suppliers, and outsourcing. It also means reducing fixed costs and localising management. For multinationals catering to the premium end of the market, a strategic acquisition can help slash costs enough to compete.

Unilever’s India subsidiary, Hindustan Lever, used aggressive cost management – making changes in production, packaging, distribution and marketing – to help create a low-cost alternative laundry detergent line to compete with a popular new domestic brand. By hitting the pricing sweet spot, Hindustan Lever has gained a 36 per cent market share in the laundry detergent segment.

Too often, multinationals count on expatriates to guide their entry into emerging markets, an approach that can backfire. Expatriates can drive up costs and frequently fail to deliver the deep market understanding offered by local managers. A strong local team can offer the kind of market insights that provide a competitive edge in product design, promotion, and distribution. Market leaders foster loyalty by empowering local teams and providing them with global opportunities. It’s a talent pool they can tap when entering other emerging markets. Consider P&G, the most successful consumer products company in China: 98 per cent of its employees are Chinese.

A strategic acquisition can accelerate a multinational’s entry into an emerging market by adding popular local brands to its product line-up, broadening its reach with a stronger distribution network, providing a local talent pool, and lowering operating costs.

The leaders maximize their investments by building dedicated emerging markets capabilities. British American Tobacco – one of the most successful consumer goods companies in emerging markets – has long had a stable of international management talent that it deploys across Asia, Africa and Latin America. It recognises the difference between emerging and developed markets, and has developed distinct approaches.

With consumer markets in Asia and Eastern Europe growing at double-digit rates, multinationals are moving fast to build their brands, and the expertise to manage them. Succeeding here is essential to defend – and increase – their stakes in the global market. Ultimately, how they fare in emerging markets is a key indicator of how they’ll perform everywhere else.

Nicolas Bloch is the head of Bain & Company’s European consumer products practice, and a Bain partner in Brussels. Satish Shankar and Robert Schaus are Bain partners in Singapore and Kiev.

COPYRIGHT 2007 Caspian Publishing Ltd.

COPYRIGHT 2008 Gale, Cengage Learning


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