The End of Corporate Imperialism
Hundreds of millions of people in China, India, Indonesia, and Brazil are eager to enter the marketplace. Yet multinational companies typically pitch their products to emerging markets' tiny segment of affluent buyers, and thus miss out on much larger markets further down the socioeconomic pyramid -- which local rivals snap up.
By applying the authors' recommendations, you can position yourself to compete innovatively in developing countries -- and to unlock major new sources of revenue for your business.
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adequate market knowledge affluent big emerging markets Brand Management Brazil BUSINESS REVIEW CLASSICS business units C.K. Prahalad capital efficiency China and India Citicorp Coca-Cola companies compete innovatively competitive corporate culture corporate headquarters CORPORATE IMPERIALISM cost structures dealer detergent maker economy Emerging Markets Versus END OF CORPORATE example executives expatriate managers expats Ford Gary Hamel Harvard Business Review Hindustan Lever home country imperialist mind-set Indian market Indonesia introducing breakfast cereals invested joint venture Kenneth Lieberthal Harvard learning Lieberthal Harvard Business Look to emerging low-cost market entry Market Pyramid million units MNCs Motorola multinational's multinationals Nirma Nirula's old products packaged pagers Pepsi Philips Electron phones PRESENT ONE FACE Product Design product development Rethinking Revlon sachets senior management shampoo strategy SUCCESS WILL TRANSFORM sumer switching system tention tier tier-three markets tier-two and tier-three tion tional transferred Indian managers Unilever video-CD player voice at corporate Western William Davidson