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William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
Murali D.R. Chari et al.
Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.
The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.
Shameen Prashantham and George S. Yip
Partnering with emerging-market startups is easier if four key factors can be addressed.
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
For many companies, the headaches of being global are intensifying, The Economist says. In most sectors domestic peer companies are growing faster than multinationals.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Cyril Bouquet et al.
The problem of the domineering corporate headquarters resonates with executives of multinationals.
December 8, 2016 | Asher Devang, Christian Kruse, Andy Parker, and Pontus Siren
The first wave of innovation from emerging markets in Asia has been predicated on the replication of existing business models at lower cost. The second wave, which could be even more disruptive than the first, fundamentally reimagines various facets of the business model to find new, often digitally enabled, ways in which resources and processes can be leveraged. Such companies identify creative ways for partners, stakeholders, and customers to be involved in value creation and capture.