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Entry Strategy
Includes the decision process for entering emerging markets and key supply chain considerations such as channel development, partnering, and entry timing. Of course, this includes competition with both other multinational and local firms. A recent article in the Economist feature IBM's strategy in India accessing talent and developing markets. IBM is competing against "hungry tigers", Indian firms that are developing talent and moving into more lucrative markets once "owned" by IBM. Read the Economist Article and consider the implications for supply chain competition.
To see a summary of executive perspectives on these issues, see:
Roundtable on Emerging Markets
To see a summary of executive perspectives on these issues, see:
Roundtable on Emerging Markets
Latest page update: made by EricJohnson
, May 8 2007, 12:45 PM EDT
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| Started By | Thread Subject | Replies | Last Post | |
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| manrung | Products + Services | 0 | May 8 2007, 2:11 PM EDT by manrung | |
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Thread started: May 8 2007, 2:11 PM EDT
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We cannot forget that selling to emerging markets should include products, services, and products+services. At the same time, we need to be aware that certain services can displace the employment opportunities for citizens in emerging markets.
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| zjustinren | Group 6 Part III: Teaching | 0 | May 8 2007, 2:11 PM EDT by zjustinren | |
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Thread started: May 8 2007, 2:11 PM EDT
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UT has courses on emerging markets.
The role of students from emerging countries. Field course: travel to different countries. Multi-media material to use in such courses: typical Indian shopping mall, Japanese grocery market. Read about your own culture! |
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| zjustinren | Group 6 Part II: Research | 0 | May 8 2007, 2:10 PM EDT by zjustinren | |
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Thread started: May 8 2007, 2:10 PM EDT
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Research:
Is there an empirical model/framework to think about supplying to emerging market? Linking macro-isses to supply chain efficiency. (M. Fisher's framework) e.g. DELL model in China: credit card? Shipping? |
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| zjustinren | Group 6 Part I: practice | 0 | May 8 2007, 2:09 PM EDT by zjustinren | |
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Thread started: May 8 2007, 2:09 PM EDT
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Practice:
Japan's experience: used to be an emerging market. P&G announced price following its US practice, while local companies liked to transact "in private". They turned out to be successful. Price is important. What else? --Cell phone in Inida. People have much more expensive phones. Use behavior is different. Need to understand it! -- Store layout: grocery shopping, malls. Adapt to cultural differences: Being students of history helps. What is culture? Is corruption a culture? It may change in short period of time. Culture is not an excuse for inefficiecy. Process innovation can be driven by local norms. On the other hand, technology can prove to be great solutions to developing regions. E.g. IDC (who benefits, who do not?) Partnership: long-term relationship in Japanese culture. They tend to move slowly, relative to Chinese counter-parts. Motivation/incentive of host government has a large impact. Therefore we need to gain a true understanding of this. Infrastructure: ethonal. Brazil is far ahead of us. While US is lagging behind. First mover vs. second mover advantage when going to an emerging market. |
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| manrung | Total Cost of Sales (Flip Side of Total Cost of Ownership) | 0 | May 8 2007, 1:56 PM EDT by manrung | |
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Thread started: May 8 2007, 1:56 PM EDT
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We need to consider the life cycle cost of a product sold in emerging markets . . . emerging markets may not have capabilities to dispose of products that are no longer useable . . . is that a cost that firms selling there need to bear? What are the social, reputational consequences of not considering the end-of-life of products in emerging countries?
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