Strategy Briefing

First Steps to Success in Emerging Markets

48 pages, Sep 2015

US$1,320

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About This Report

New Report Guarantee

If you purchase a report that is updated in the next 60 days, we will send you the new edition and data extract FREE!

The first and most important step to successfully launching a product is to pick the markets that are right for your business. Too many companies fail to do their due diligence regarding pre-market entry and then pay the price in poor sales and unforeseen complications. Euromonitor International has developed a four pillar model to bring methodological clarity to selecting emerging markets. An emerging market strategy is a long term one, and step one on the path to success is to choose wisely

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Overview

Why buy this report?

Gain competitive intelligence about market leaders. Track key industry trends, opportunities and threats. Inform your marketing, brand, strategy and market development, sales and supply functions.

Emerging market selection matters

Market selection is the first and most important step to successfully launching a product or service. Too many companies fail to do their due diligence regarding pre-market entry and then pay the price in poor sales and unforeseen complications and costs

The factors affecting selection can be found in our four pillar model

There are a myriad of interwoven factors affecting market selection. We have devised a four pillar model where we have grouped them under 4 headings – Market, Population, Access and Business environment

Pillar 1: Market

This pillar is perhaps the most fundamental. It incorporates macroeconomic stability, the size and growth of the consumer market, the middle class, and openness

Pillar 2: Population

Understanding and being able to harness population trends enables new market entrants to maximize their profitability by targeting the right people in the right place at the right time

Pillar 3: Access

The accessibility of the country should be considered in terms of infrastructure, Internet, partners and the retail landscape

Pillar 4: Business Environment

The practicalities of doing business, the regulatory environment, corruption levels and the skills available in the workforce can make or break a business

Our model is a starting point for market selection

Our four pillar model should be tailored on a case-by-case basis. There are sector-specific and business-specific factors which should be added to the matrix. In addition, the importance assigned to each of our 16 factors will differ according to industry sector and company profile

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Introduction

Scope

introduction

Key finding

The first and most important step to success

Assessing market potential: factors affecting selection

Market

A deep knowledge of the market

Macroeconomic stability: look below the surface

Indonesia and the Philippines side-by-side

There is usually a trade-off between size and growth

Where is the next China?

The middle class is a crucial segment

Middle class spending priorities vary dramatically

The Colombian and Peruvian middle class contrast sharply

IKEA: Targets the middle class with huge success

Openness is central to success

The trade to GDP ratio can indicate openness

FDI can signify market attractiveness

Turkmenistan: A star FDI performer but scant economic freedom

Reception to new ideas

Population

Population matters

The demographic landscape

Size and growth: India and China compared

Age structure adds another dimension

Vital statistics are…Vital!

population

Urbanisation and city configurations

Access

Making an entrance

access

Infrastructure can add significant costs

A lack of Internet access complicates brand building

Social networking is a key tool

Go it alone, partnership or acquisition?

Understanding the nature of retailing

Colgate overcomes distributional challenges in Cameroon

Business Environment

A business environment fit for purpose

Business environment

The practicalities of doing business

The regulatory burden can be a barrier to e ntry

Minimising the impact of corruption

The challenge of finding and retaining talent

Coca-Cola’s Sari Sari store training

conclusion

Convey methodological clarity to emerging market selection

The factors in our model are relevant to any sector

But their importance may vary from business-to-business

Other company-specific factors should be added to the mix

Why buy this report?

Want to find out more about this report?

Request more information

Megatrends

Strategy Briefing

First Steps to Success in Emerging Markets

New Report Guarantee

About This Report

New Report Guarantee

Overview

Why buy this report?

Emerging market selection matters

The factors affecting selection can be found in our four pillar model

Pillar 1: Market

Pillar 2: Population

Pillar 3: Access

Pillar 4: Business Environment

Our model is a starting point for market selection

Want to find out more about this report?

Table of Contents

Introduction

Scope

introduction

Key finding

The first and most important step to success

Assessing market potential: factors affecting selection

Market

A deep knowledge of the market

Macroeconomic stability: look below the surface

Indonesia and the Philippines side-by-side

There is usually a trade-off between size and growth

Where is the next China?

The middle class is a crucial segment

Middle class spending priorities vary dramatically

The Colombian and Peruvian middle class contrast sharply

IKEA: Targets the middle class with huge success

Openness is central to success

The trade to GDP ratio can indicate openness

FDI can signify market attractiveness

Turkmenistan: A star FDI performer but scant economic freedom

Reception to new ideas

Population

Population matters

The demographic landscape

Size and growth: India and China compared

Age structure adds another dimension

Vital statistics are…Vital!

population

Urbanisation and city configurations

Access

Making an entrance

access

Infrastructure can add significant costs

A lack of Internet access complicates brand building

Social networking is a key tool

Go it alone, partnership or acquisition?

Understanding the nature of retailing

Colgate overcomes distributional challenges in Cameroon

Business Environment

A business environment fit for purpose

Business environment

The practicalities of doing business

The regulatory burden can be a barrier to e ntry

Minimising the impact of corruption

The challenge of finding and retaining talent

Coca-Cola’s Sari Sari store training

conclusion

Convey methodological clarity to emerging market selection

The factors in our model are relevant to any sector

But their importance may vary from business-to-business

Other company-specific factors should be added to the mix

Why buy this report?

Want to find out more about this report?

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