Emerging markets

For the last decade, the Gallup Organization has surveyed the people of China, as both consumers of goods and employees of the companies that produce those goods. The data provide a unique picture of changing consumer attitudes, market opportunities, and management challenges.

In many countries, diversified business groups substitute for the institutions that support effective markets in capital, labor, and goods and services. Their capacity for doing this must be strengthened through restructuring, not destroyed through dismantling.

It’s time to stop treating the situation as a short-term crisis.

Because of growing commitments of their companies in developing countries, large numbers of American and European managers have entered negotiations with government officials in Asia, Africa, and Latin America. Also, with emerging nationalism, these negotiations have become increasingly frustrating. Sometimes misunderstandings have been so great that they have led to a breakdown in negotiations that […]

How a Malaysia-based telecom discovered a new revenue model.

Mergers and acquisitions, the stuff of newspaper headlines, quite often fail. Around 50% of mergers don’t achieve their business objectives, and takeovers cause the shareholders of most acquirers to lose money, according to several studies conducted over the past four decades. Yet, in an ironic twist, companies from developing countries such as China, India, Malaysia, […]

The organizational structures of many multinational corporations are inadequate to the task of capitalizing on opportunities in emerging markets. Locating...

In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside,...

By targeting groups of emigrants abroad, emerging-market companies are building international brands.

90% of the global poor are now covered by a wireless signal.

And what makes their initiatives successful.

Companies doing business in the developing world have to contend with the staggering human and financial costs of HIV infection—and most would agree that conventional approaches to controlling the epidemic aren’t working. In our experience in the labor-intensive mining industries of Russia, South Africa, and Botswana, we’ve seen infection rates among workers exceeding 90% in […]

Earning power, education, and medical care became the three legs of the ARZU stool.

Multinational retailers have been slow to understand consumers in the developing world. As a result, they've been vulnerable to local competitors that...

In the weeks since the Entrepreneurial Revolution article appeared in HBR, government leaders, business executives, entrepreneurs, NGO directors, heads...

It’s a large, fragmented, and heterogenous market.

How will the logic of globalization change for corporations from countries such as India, China, Indonesia, Brazil, and Turkey if the growth opportunities...

Companies entering markets in developing countries learn quickly that they need to work with local distributors—but those partnerships nearly always blow up in the end. Much of the blame lies with the multinationals themselves. They need to understand how their new partners are different from the ones at home.

Lessons Western businesses must learn from emerging-market companies to succeed—at home and abroad.

Innovative hospitals in India are pointing the way.