Emerging Markets: Strategies for Competing in the Global Value Chain

Emerging Markets: Strategies for Competing in the Global Value Chain

by Robert Grosse


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Emerging market economies, from China, Mexico, South Africa, and Indonesia, are rapidly changing the competitive business landscape; the traditional dominance of the US, Europe, and Japan (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. 

Leading international finance and business expert Robert Grosse explores the role that emerging markets and innovation are playing in the 21st century and identifies the challenges/opportunities they offer to traditional businesses.  Using case studies of companies from both emerging and Triad markets, Grosse clearly locates points of competitive advantage and explains how innovation operates as a key driver of competition.  He shows how to identify ways to lower costs, achieve synergies, and collaborate for mutual benefit.

Product Details

ISBN-13: 9780749474492
Publisher: Kogan Page, Ltd
Publication date: 11/28/2015
Pages: 272
Product dimensions: 6.60(w) x 9.50(h) x 0.60(d)

About the Author

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.


Table of Contents

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

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

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
Appendix: Emerging market characteristics

04 What is the challenge from emerging markets?
What to expect in Chapter 4
Emerging market competitors

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
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
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
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

08 Innovation is key
What to expect in Chapter 8
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

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

10 Conclusions
One final emerging market example: Hutchison Whampoa
One final Triad example: Nike


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