Chapter

Global Strategy in Emerging Markets

Andrew Inkpen and Kannan Ramaswamy

in Global Strategy

Published in print December 2005 | ISBN: 9780195167207
Published online September 2007 | e-ISBN: 9780199789825 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195167207.003.0008

Series: Strategic Management Series

Global Strategy in Emerging Markets

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This chapter argues that emerging markets represent the next big growth opportunity for the world's MNEs. The nature and characteristics of emerging markets are discussed, and the barriers that must be overcome to succeed in emerging markets are examined. The chapter suggests that the barriers call for radically new thinking on defining and implementing corporate strategies. It also argues that MNEs often make assumptions about emerging markets that are incorrect, leading to flawed strategies. The chapter discusses the ownership structure and control issues associated with emerging market partners, and argues that these are likely to be quite unique. Given unique organizational and structural demands and a customer base with different expectations about the product price-performance ratio, MNEs must adopt new and innovative strategic thinking in order to succeed in emerging markets.

Keywords: growth; barriers; ownership; structure; innovation

Chapter.  11307 words.  Illustrated.

Subjects: Business Strategy

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