Emerging Markets

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MIT Sloan Conference August 29: Growth Opportunities in Latin America and China

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August 29, 2014, MIT Sloan School faculty with expertise in Latin America, China, energy and the global economy present their research and engage in discussion with business leaders about the business challenges and growth opportunities in Latin America and China in 2014 and future. The presenters look at economic and political uncertainty, risks of deflation, fluctuating commodities prices and energy issues. They also compare and contrast the ways of doing business in both marketplaces.

Image of Shanghai courtesy of Flickr user John Chandler.  https://www.flickr.com/photos/johnchandler/9268261356
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The Surprising Effectiveness of “Assembly Line” Innovation

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Unconventional approaches to innovation are speeding up new product development, making R&D faster and cheaper. In China, companies are embracing an industrialized approach to research that allows them to complete projects as much as two to five times faster than they did before. “These developments have potentially huge implications for how companies should think about global competition and whether they need to rethink and reengineer their established innovation and product development processes,” the authors write.

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Do-It-Yourself Leadership Training in China

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In recent years, China’s economy has grown so rapidly — and changed so much — that demand for skilled business managers exceeds supply. A gap between Chinese companies’ unwillingness to invest in training and young managers’ hunger for an opportunity to learn may create an opening for companies with a strong tradition of employee education. Can leadership self-development programs help address that gap?

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From the Editor: Innovation and China

In today’s global economy, there aren’t many large companies that can afford to ignore China in their plans for growth. The Summer 2014 issue of MIT Sloan Management Review features a special report on China, with insights about how to learn from China, what the future may hold for the Chinese economy — and how to do business in China despite the challenges of protecting intellectual property there.

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What’s Next for the Chinese Economy?

After a period of remarkable growth, China faces substantial challenges. There is evidence that China is hitting the wall of diminishing returns with a growth model that relies heavily on exports and investments in fixed assets and infrastructure. It is harder to grow a country’s economy after the country has attained “middle-income status,” and the author argues that China needs both political and economic reforms to move to the next stages of its development.

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Accelerated Innovation: The New Challenge From China

Chinese companies are opening up a new front in global competition. It centers on what the authors call accelerated innovation — that is, reengineering research and development and innovation processes to make new product development dramatically faster and less costly. The new emphasis is unlikely to generate stunning technological breakthroughs, but it allows Chinese competitors to reduce the time it takes to bring innovative products and services to mainstream markets. It also represents a different way of deploying Chinese cost and volume advantages in global competition.

Courtesy of Women's World Banking.
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Women’s World Banking: A Model Knowledge Network

Knowledge networks are helping members of organizations of all sizes learn quickly and collaborate productively. The most effective networks, including organizations such as Women’s World Banking, are clear about goals, allow for shared expertise and embrace online communication. Women’s World Banking, for instance, has a robust website where members discuss topics, share documents and collaborate on wikis. Charu Adesnik of Cisco, which provided seed funding for the network’s Leadership Community, says that “technology allows learning to continue well after an in-person training.”

Image courtesy of chotuKool.

How Disruptive Will Innovations from Emerging Markets Be?

Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. But what happens when more of those companies make the leap into more developed markets? Is it inevitable that these companies will overtake the more developed companies? Using historical examples, this article looks at how disruptors and incumbents compete. For incumbents, knowing that much of their fate rests in their hands is half the battle won.

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Image courtesy of Nokia.

Mobilizing for Growth in Emerging Markets

The article offers four recommendations for an effective “network orchestration” strategy, bringing together local and global innovation partners in emerging markets. Multinationals should extend innovation partnerships beyond the usual channel partners by engaging key community stakeholders such as government bodies, universities and NGOs; engage innovation partners strategically with a larger purpose; trust but verify in a transparent manner; and designate local partner network managers.

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Esther Duflo on Ending Poverty

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One of the most interesting (and, alas, least-known) parts of the MIT is the Abdul Latif Jameel Poverty Action Lab, housed just upstairs from our offices. Its mission is precise and eminently useful: "reduce poverty by ensuring that policy is based on scientific evidence."

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Learning from emerging markets

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Looking for new strategies for doing business in the recession? Consider strategies employed by companies from emerging markets — where economic volatility and constraints on consumer disposable income are commonplace.

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How to Win in Emerging Markets

Though competitive barriers in Asia, Latin America and Eastern Europe are many, a look at the companies that are thriving there reveals some secrets that make success more likely.

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Strategies for Competing in a Changed China

A decade ago, multinational companies seemed poised to dominate in China. Today that picture has changed. Whereas IBM, HP and Compaq had quickly won more than 50% of the personal computer market, for example, Chinese company Legend Group Ltd. is now the number one supplier. Research in 10 industries over the last 10 years reveals a pitched battle of competencies between multinational and local players and points to five strategies that can help multinationals regain the edge.

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New Strategies in Emerging Markets

Emerging markets (EMs) constitute the major growth opportunity in the evolving world economic order. Their potential has already effected a shift in multinational corporations (MNCs), which now customarily highlight EM investments when communicating with shareholders.

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