000			02773nam a22002777a 4500
003			OSt
005			20260514174011.0
008			260121b |||||||| |||| 00| 0 eng d
022			_a0047-2506
022			_a1478-6990
040			_aTBS _bEN _cTBS
041			_aeng
100			_aLondon, Ted _927070 _eauthor
245			_aReinventing strategies for emerging markets _b: beyond the transnational model _c/ Ted London, T., Stuart L. Hart.
260			_bJournal of International Business Studies, _c2004.
300			_a350-370 pages.
362			_aJournal of international business studies, 2004-09, Vol.35 (5), p.350-370
520			_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.
630		0	_aMSc International Business _926977
650		0	_aEmerging Markets/Globalization _927045
650		0	_aDevelopment economics _926862
650		0	_aOrganizational effectiveness _92451
700			_aHart, Stuart L. _927071 _eauthor
856			_uhttps://www-jstor-org.hub.tbs-education.fr/stable/pdf/3557170.pdf?refreqid=fastly-default%3A1aa1c887d88118adee9201261194a3e7&ab_segments=&initiator=&acceptTC=1
942			_2lcc
999			_c5222 _d5222