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Li Ma et al.
Chinese companies are increasingly investing overseas — and bring a different negotiating style.
Martin Reeves et al.
Leaders must move beyond managing their own firms to become active influencers within broader systems.
Tough new EU data security laws mean that consumers’ data is about to become more valuable.
December 12, 2016 | Manuel Hensmans
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.
Shameen Prashantham and George S. Yip
For large multinationals, forging effective partnerships with emerging-market startups is complicated. Traits that make startups attractive as partners also make it hard for large companies to engage with them. Looking at startups in India, China, and South Africa, researchers identify key factors inhibiting emerging market partnerships and offer strategies for addressing them.
Srivardhini K. Jha et al.
How can multinational companies turn ideas from their emerging-market subsidiaries into global products? A successful innovation developed by Cisco’s R&D unit in India offers practical insights into how to make that process work effectively. Key enablers in the Cisco case included well-developed R&D capabilities at a company center in Bangalore, a large market opportunity, and the support of executive champions. The process also demanded clarity about what product to develop, and how — including working on a shoestring budget.
Ram Mudambi et al.
Some multinationals have a winning India strategy that involves both local and global value chains.
James B. Rice Jr. and Tim Rowell
For PepsiCo, entering the natural beverage market meant developing new risk management practices.
Tausif Bashir and Shardul Phadnis
New research demonstrates how the most efficient network designs also account for changing market conditions.
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.
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.
June 19, 2017 | Zhang Ruimin (Haier), interviewed by Paul Michelman
Zhang Ruimin, the CEO and chairman of the Qingdao, China, white goods giant Haier Group Corp., has done what most chief executives dare not even dream about. He blew up nearly the entire administrative structure of a global manufacturing enterprise, eliminating the 10,000 management jobs that once held it together, and reshaped the organization into a network of entrepreneurial ventures run by employees.