The new emerging market multinationals :four strategies for disrupting markets and building brands
/ Amitava Chattopadhyay, Rajeev Batra, with Aysegul Ozsomer.
- New York, NY : McGraw-Hill, 2012.
- xii, 335 pages ; 24 cm.
Includes bibliographical references (p. 303-320) and index.
Choosing consumer segments and expanding internationally — Strategic competency building — International expansion through acquisitions — Brand-building strategies and road map — Building brand awareness on limited budgets — Building perceptions of high quality, leadership, and trust — Global brand associations and architecture — Managing a global or regional brand.
Breakthrough strategies for emulating or competing with your newest and toughest threat: innovative companies in emerging-market nations
Western organizations are quickly losing influence to emerging market multinationals, as evidenced by such developments as Tata Motors’s acquisitions of Land Rover and Jaguar; Lenovo’s purchase of IBM’s ThinkPad business; HTC’s stature as the fourth largest global smartphone manufacturer; Haier’s 5% global appliance market share; and LG, Samsung, and Hyundai rise in the automobile, appliance, and consumer electronics market.
To help you compete, The New Emerging Market Multinationals outlines the disruptive strategies deployed by emerging-market multinationals (EMNCs) and provides breakthrough strategies for following in their footsteps or beating them at their own game.