Expert Available: Responding to New Emerging-Market Consumers

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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) 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 [email protected] or 212-255-8386.

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