Emerging market economies, from China, Mexico, South Africa, and Indonesia, are rapidly changing the competitive business landscape; the traditional dominance of the US, Europe, andJapan (Triad countries) in international business can no longer be assumed or taken for granted. Companies in the Triad countries who can enter these emerging markets may be able to reap rewards and benefits from cost reductions and expanded market opportunities, while companies who ignore them, may soon be their direct competitors.
Emerging market economies, from China, Mexico, South Africa, and Indonesia, are rapidly changing the competitive business landscape; the traditional dominance of the US, Europe, andJapan (Triad countries) in international business can no longer be assumed or taken for granted. Companies in the Triad countries who can enter these emerging markets may be able to reap rewards and benefits from cost reductions and expanded market opportunities, while companies who ignore them, may soon be their direct competitors.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Robert Grosse is Emeritus Professor at Thunderbird School of Global Management and Dean of the School of Business Administration at American University of Sharjah, and was 2012-2014 President of the Academy of International Business. He has taught international finance in the MBA programs at Thunderbird, the University of Miami, the University of Michigan, the Instituto de Empresa in Madrid, and in many universities in Latin America and also lectures in executive education programs around the world.
Inhaltsangabe
01 Introduction What to expect in Chapter 1 Value-added chains, networks and global competition Value chains of emerging market-based competitors Innovation and competitiveness Some conclusions Notes References 02 Why emerging markets are the place to be What to expect in Chapter 2 Emerging markets as markets Emerging markets as sources of production Emerging markets as sources of knowledge Key emerging markets in the early 21st century Conclusion Notes References 03 The time horizon What to expect in Chapter 3 The future In the very long run Expected leading (emerged) countries for later in the 21st century Some heretical thinking on emerging market leaders in the future Conclusions Notes References Appendix: Emerging market characteristics 04 What is the challenge from emerging markets? What to expect in Chapter 4 Introduction Emerging market competitors Conclusions Notes References 05 Competing in emerging markets What to expect in Chapter 5 The challenges of operating in emerging markets Specific barriers to entry Example: competing in China Example: competing in Mexico Example: competing in South Africa Example: competing in Argentina Example: competing in India Example: competing in Russia Conclusions: tying together these experiences Notes References Appendix: Rules on foreign companies in selected emerging markets 06 Competitive strategies of firms in China: MNEs, SOEs and private firms What to expect in Chapter 6 Introduction The Chinese competitive environment A focus on three sectors The automobile industry in China The telecommunications equipment industry in China The banking industry in China Conclusions: a review of the three competitive situations Acknowledgements Notes References Appendix: Structure of the Chinese car industry 07 Emerging market MNEs competing in industrial countries and globally What to expect in Chapter 7 Zhejiang Geely Holding Group Co., Ltd from China MTN from South Africa FEMSA from Mexico Wipro from India LAN (now LATAM) from Chile Itaúsa from Brazil GEA from Colombia Aramex from the United Arab Emirates Conclusions Notes References 08 Innovation is key What to expect in Chapter 8 Introduction Measures of innovation What is innovation, and how should it be measured? How do emerging market companies fare on broadly defined innovation? Where does innovation flourish and why? Conclusions about innovation and national/company characteristics Notes References 09 Large, small, family-owned and state-owned companies from emerging markets What to expect in Chapter 9 Government-owned companies (SOEs) Family-based business groups from emerging markets Large vs small companies Conclusions Notes References 10 Conclusions One final emerging market example: Hutchison Whampoa One final Triad example: Nike Notes Glossary Index
01 Introduction What to expect in Chapter 1 Value-added chains, networks and global competition Value chains of emerging market-based competitors Innovation and competitiveness Some conclusions Notes References 02 Why emerging markets are the place to be What to expect in Chapter 2 Emerging markets as markets Emerging markets as sources of production Emerging markets as sources of knowledge Key emerging markets in the early 21st century Conclusion Notes References 03 The time horizon What to expect in Chapter 3 The future In the very long run Expected leading (emerged) countries for later in the 21st century Some heretical thinking on emerging market leaders in the future Conclusions Notes References Appendix: Emerging market characteristics 04 What is the challenge from emerging markets? What to expect in Chapter 4 Introduction Emerging market competitors Conclusions Notes References 05 Competing in emerging markets What to expect in Chapter 5 The challenges of operating in emerging markets Specific barriers to entry Example: competing in China Example: competing in Mexico Example: competing in South Africa Example: competing in Argentina Example: competing in India Example: competing in Russia Conclusions: tying together these experiences Notes References Appendix: Rules on foreign companies in selected emerging markets 06 Competitive strategies of firms in China: MNEs, SOEs and private firms What to expect in Chapter 6 Introduction The Chinese competitive environment A focus on three sectors The automobile industry in China The telecommunications equipment industry in China The banking industry in China Conclusions: a review of the three competitive situations Acknowledgements Notes References Appendix: Structure of the Chinese car industry 07 Emerging market MNEs competing in industrial countries and globally What to expect in Chapter 7 Zhejiang Geely Holding Group Co., Ltd from China MTN from South Africa FEMSA from Mexico Wipro from India LAN (now LATAM) from Chile Itaúsa from Brazil GEA from Colombia Aramex from the United Arab Emirates Conclusions Notes References 08 Innovation is key What to expect in Chapter 8 Introduction Measures of innovation What is innovation, and how should it be measured? How do emerging market companies fare on broadly defined innovation? Where does innovation flourish and why? Conclusions about innovation and national/company characteristics Notes References 09 Large, small, family-owned and state-owned companies from emerging markets What to expect in Chapter 9 Government-owned companies (SOEs) Family-based business groups from emerging markets Large vs small companies Conclusions Notes References 10 Conclusions One final emerging market example: Hutchison Whampoa One final Triad example: Nike Notes Glossary Index
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