03034nam a22002897a 4500003000400000005001700004008004100021022001400062022001400076040001700090041000800107100003100115245011700146260005400263300001900317362007800336520170700414630003802121650004202159650003302201650003902234700003502273856016402308942000802472952024902480999001502729OSt20260514174011.0260121b        |||||||| |||| 00| 0 eng d  a0047-2506  a1478-6990  aTBSbENcTBS  aeng  aLondon, Ted927070eauthor  aReinventing strategies for emerging marketsb: beyond the transnational modelc/ Ted London, T., Stuart L. Hart.  bJournal of International Business Studies,c2004.  a350-370 pages.  aJournal of international business studies, 2004-09, Vol.35 (5), p.350-370  aWith established markets becoming saturated, multinational corporations (MNCs) have turned increasingly to emerging markets (EMs) in the developing world. Such EM strategies have been targeted almost exclusively at the wealthy elite at the top of the economic pyramid. Recently, however, a number of MNCs have launched new initiatives that explore the untapped market potential at the base of the economic pyramid, the largest and fastest-growing segment of the world's population. Reaching the four billion people in these markets poses both tremendous opportunities and unique challenges to MNCs, as conventional wisdom about MNC global capabilities and subsidiary strategy in EMs may not be appropriate. How MNCs can successfully enter these low-income markets has not been effectively addressed in the literatures on global and EM strategies. An exploratory analysis, involving interviews with MNC managers, original case studies, and archival material, indicates that the transnational model of national responsiveness, global efficiency and worldwide learning may not be sufficient. Results suggest that the success of initiatives targeting low-income markets is enhanced by recognizing that Western-style patterns of economic development may not occur in these business environments. Business strategies that rely on leveraging the strengths of the existing market environment outperform those that focus on overcoming weaknesses. These strategies include developing relationships with non-traditional partners, co-inventing custom solutions, and building local capacity. Together, these successful strategies suggest the importance of MNCs developing a global capability in social embeddedness. 0aMSc International Business926977 0aEmerging Markets/Globalization927045 0aDevelopment economics926862 0aOrganizational effectiveness92451  aHart, Stuart L.927071eauthor  uhttps://www-jstor-org.hub.tbs-education.fr/stable/pdf/3557170.pdf?refreqid=fastly-default%3A1aa1c887d88118adee9201261194a3e7&ab_segments=&initiator=&acceptTC=1  2lcc  00102lcc40708CTaTBSbTBSd2026-05-14l0p5222r2026-05-14uhttps://www-jstor-org.hub.tbs-education.fr/stable/pdf/3557170.pdf?refreqid=fastly-default%3A1aa1c887d88118adee9201261194a3e7&ab_segments=&initiator=&acceptTC=1w2026-05-14yARTICLE  c5222d5222