Expert Available: Responding to New
Emerging-Market Consumers
Who Will Win the World’s Newest Consumers?
Authors of GLOBALITY: Competing
with Everyone from Everywhere for Everything Available to Discuss
Challenges and Opportunities Presented by the Rise of Individuals in
Developing Economies from Poverty to Early Consumerism
Will It Be Domestic Players from Emerging Economies or Traditional
Global Leaders?
What Established Leaders Can Learn from Fast-Growing Challenger
Companies
NEW YORK (Business Wire EON/PRWEB ) July 29, 2008 --
Global business has entered a new phase – “globality.”
It’s the era in which business flows in every
direction, companies have no centers and the idea of foreignness is
foreign, according to three Boston Consulting Group partners who
have authored the new book GLOBALITY: Competing with Everyone from
Everywhere for Everything (Business Plus, June 2008).
Globality involves a tidal wave of companies from such rapidly
developing economies as Mexico, Colombia, Egypt, Bangladesh and Poland,
not to mention Brazil, Russia, India and China, that are creating
entirely new business models and radically redefining the global
competitive landscape on the scale of the United States’s
first challenging Europe.
Globality also involves new consumers –
individuals in developing economies who are rising up from near
starvation to early consumerism, and others who are approaching the
middle tier of consumerism.
Will it be the emerging-market challenger companies or the established
multinationals that best serve these new consumers? The authors of GLOBALITY
are available to discuss this question – and
delve into key dimensions of the new global consumer economy.
During a conversation, Harold L. Sirkin, James W. Hemerling or Arindam
K. Bhattacharya can discuss:
-
How certain emerging-market companies, some of which are
challenging established leaders on the global stage, have
figured out ways to serve consumers just above the poverty line –
in a way that’s profitable and
sensitive to their needs.
-
The use of “sachet”
or “micro”
marketing: Selling items in very small packages for a price that
might match the amount of money in an emerging-market consumer’s
pocket.
-
Consumer research in places where there is no point-of-sale data.
-
Customizing and simplifying products for new low-income
consumers (as opposed to forcing mass-market products onto
groups not accustomed to having expendable income).
-
The implications of the massive wave of emerging-market
consumers who are moving from two- and three-wheeled vehicles to
cars.
-
Specific emerging-market companies whose approach to local
consumers can provide lessons to developed-market consumer
giants. For instance…
-
Aravind Eye Care of India provides around-the-clock
cataract surgery. It still makes a profit even though it
does 60% of the operations for free.
-
Bajaj Auto makes low-cost motorbikes –
in a huge array of styles – for
buyers in 50 emerging-market countries who don’t
have extra money to spend.
-
Chinese appliance maker Haier won market share by
really understanding its customers: It added a “vegetable
wash” cycle to clothes washers
after learning that many individuals were using the machines
to wash sweet potatoes.
|
To arrange a conversation with Mr. Sirkin, Hemerling or
Bhattacharya, please contact Adria Greenberg at Sommerfield
Communications, Inc. at adria@sommerfield.com or 212-255-8386.
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