Emerging market multinational enterprises (EMME) is a key term being discussed by economists and analysts for the past decade. Emerging market multinationals are companies that have been considered rising stars showing up on lists such as S&P 100 and FT Global 500. Based on the Financial Times, “in just two years, from 2006 to 2008, the number of Brazilian, Chinese, Indian and Russian MNEs on the FT Global 500 more than quadrupled from 15 to 62, in September 2010 there were 80. (Lexicon)”
Until a few years ago, multinationals from developed countries were shaping the market we live in, creating opportunities, making acquisitions, expanding and making foreign direct investments in developing markets. The global market was dominated by multinationals from developed economies. These experienced multinationals were investing in FDI’s and were in fact also contributing their knowledge and sharing their experiences with the small-medium enterprises (SME) in emerging economies. Recently, this context has changed with the rise of companies from rapidly developing economies. From what SME’s have learned from these multinational companies and with the contribution of external forces, such as governments, low labor costs, and several others, they have become global key players. Continue reading
Second Part – Way Out
“We have to define that word which good economists always try to avoid: capitalism is that form of private property economy in which innovations are carried out by means of borrowed money” Joseph Schumpeter
As in the previous article the difficulties have been addressed, and we have created hopefully a sense of urgency. We would now like to characterize a possible solution scheme to eventually end the era of Ponzi finance in order to prevail over the economic downward spiral of the developed future world. Various stakeholders will have to prove their willingness to make sacrifices. The day of reckoning will have to be faced, because the underlying issues cannot be ignored any longer.
Emerging-market multinationals (EMMs), which are companies operating in several countries, have during the last decades, attracted substantial attention from western multinationals for their increasing scale on international level. In 2008 the Emerging economies had 70 multinationals in the Fortune Global 500, an increase of 50 from 1998, and an increase of 9 since 2007; clearly demonstrating the pace of the Emerging multinationals. This development has been possible through a high number of mergers and acquisitions, as well as a focus on Capital (Foreign Direct Investments), Talent (workforce), Resources (commodities etc.), new consumers and Innovation.
Worth USD $65bn, and growing faster than the movie industry, the video game segment has one of the biggest impacts on today’s popular culture (Janson, 2011). In this article, we will have a look on Blizzard Entertainment, one of the innovative publishers that released games which played major roles for the notoriety of this business as well as defining its future path. We will assess how the company makes the correct strategic decision by creating a sustainable growth and relationship with their customers. We will mostly discuss its World of Warcraft (referred as WoW later on) game as it makes 1/3rd of Activison Blizzard’s total revenues (Miller, 2012).
Amer Sports, a leading company in the sport equipment market, is a financial group which chose to specialise in the sport industry and today, consists of many different strong sport brands. The group is facing two challenges when dealing with Customer Relationship Management (CRM) strategy; by dealing with professional customers and also with end users, it must play on two different fields. I worked for a year as an intern in Amer Sport’s French subsidiary as the Retail and Trade Marketing Manager Assistant on the Salomon brand, and I must say that I have never heard the term “Customer Relationship Management” during my whole internship.
Free has launched its mobile phone services only one month ago and this company has revolutionised the market by penetrating it. Xavier Niel, its founder had the objective of dividing the mobile phone bill in half, of all French households. This CEO is an idealist who strongly believes in transparency and win/win deals between his company and his clients. On that market, he is the only one who has the objective to “share the pie” with his loyal clients.
We will see later that the core of its strategy is based around its company sustainability and profitability; but above all, its client’s satisfaction and interest. This way, Free manage to build a strong relationship with its customers and as well, attracts a lot of new ones.
Procter and Gamble (henceforth P & G) is one of the largest manufacturers and distributors of consumer products in the world with a global reach for it 300+ brands of 180 countries. During the 1990’s the company made some significant alterations to its corporate strategy; it aimed to reduce its cost structure and develop its differentiated business-level strategy, in an attempt to increase revenues and profits. The rapid development of international markets and globalisation demanded a corporate “shake up”. Moreover, the reduction of trade barriers and tariffs indicated that to retain a competitive advantage globally the company had to develop an effective International strategy, whilst benefitting from economies of scale. Cross-functional integration and speed of innovation increasingly became imperative to corporate strategy. In this article I will look at the key development that took place in thus process and turned P&G into such a powerhouse. Continue reading