Fantastic book! | Winning in Emerging Markets: A Road Map for Strategy and Execution

Winning in Emergin Countries | Winning in Emerging Markets: A Road Map for Strategy and Execution | Tarun Khanna, Krishna G. Palepu

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	• Winning in Emerging Markets: A Road Map for Strategy and Execution Tarun Khanna, Krishna G. Palepu Harvard Business Press, 2010 - 272 pages average customer review:based on 5 reviews view larger image
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highly recommended

A "must read"!

I am a director of 5 public companies, and all 5 either have, or are looking at doing business in emerging markets. This book is a virtual encyclopedia of do's, and don'ts in successfully accessing these markets. I liked it so much, and thought it was so important, that I requested the CEO at all of my board companies to purchase a copy of the book for each of my fellow board members.

Fantastic book!

Fantastic book! If I had "Winning in Emerging Markets" in 2004 when I started an engineering firm in Baghdad, it would have saved me a great deal of time and money. Although Iraq's far from being an emerging market, much of the book still applies. I believe Toolkit 2-3 is especially valuable for strategizing entrepreneurs and Toolkit 3-1 is an excellent way to frame the business landscape.

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Winning in Emergin Countries

This is a wonderful and elegant book to those that seek strategic growth and want to understand emerging countries. A must.

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Good Overview and Checklist Review -

Achieving scale economies and rapid growth in emerging markets requires moving beyond the comfort zone of the top segment (innovators, high income) frequented by American producers and getting directly to the large and growing middle class. This requires the ability to live without credit card systems, TV and radio advertising, relatively easy dispute resolution processes, Internet vendors, "Kelly Blue Book" and "Consumer Reports" reviews of products, and/or developed logistics providers, etc. One must decide whether to replicate, partner with, or innovate around these services.

Examples include Brazil, China, and India requiring twice as many procedures to register a business in 2007 vs. the 6 in the U.S. or 2 in Canada and Australia. Constructing a warehouse took about 200 days in developed nations in 2007, vs. 336 in China, 24 in India, and 704 in Russia. Time to enforce a contract was about 406 days in China, 300 in the U.S. 230 in South Korea, 1,420 in India, and 570 in Canada. Another important issue involves government involvement - degree of corruption, strength of family ties, depth of involvement, etc. Also helpful comparisons of what a new home/apartment buyer gets in China vs. U.S.

The authors provide a useful checklist type approach to reviewing key issues that may be problematic in doing business in developing economies.

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Very practical guide for analyzing emerging markets

This book is an excellent guide for helping analyze the potential for business penetration in different emerging markets, market by market. In discussions of "emerging markets," is it often lost that all markets are "emerging" in different ways. This book provides an excellent model for analyzing those differences and applying them to your specific business model. Highly recommended.

Already cited by the Financial Times, Forbes.com, The Economic Times, WSJ/Mint and several other prominent global business publications, Winning in Emerging Markets is quickly becoming the go-to book for mapping a strategy for entering new markets—and then quickly gaining a competitive edge in those high growth regions.

Advancing the discussion about emerging markets themselves and how organizations can best leverage the potential of these regions, Tarun Khanna and Krishna Palepu – both well respected thinkers on the subject – argue there is more to sizing up these markets than just evaluating data points related to size, population, and growth potential. In fact, they say the possibility to expand a company?s progress in developing economies is to first asses the area?s lack of institutional infrastructure—and then to formulate strategies around what the authors call “institutional voids? to the firm?s advantage. Khanna and Palepu say the primary exploitable characteristic of an emerging market are such voids, and though they create challenges, they also provide major opportunity both for multinationals and local contenders.

Winning in Emerging Markets serves as a playbook for measuring a market?s potential and for crafting a strategy to succeed there.

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