Most of the executives we talk with at global multinational companies (MNCs) spend a lot of time scrutinizing the developing world. They know about the growth potential. If they’re not already operating in Indonesia or Poland or Nigeria, they’re making plans to do so. What they’re not seeing, often, are the obstacles to success. Building a large-scale business in the developing world—capitalizing on that world’s immense growth opportunities while managing the risks and fierce competitive challenges—is a formidable job. The successful companies typically rely on a clearly defined repeatable model—a unique, easily understood business that can be replicated in one market after another, in new products and new countries and new customer segments, yet retain the simplicity and focus that made it successful in the first place.
Authors: Dunigan O’Keeffe, James Allen
Source: Bain & Company
Subjects: International, Management, Strategy
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