By O. Ploetner
Constructing BRIC markets are altering the enterprise types of conventional western know-how leaders. vintage enterprise options are not any longer compatible for corporations attacking in a foreign country while protecting their industry at domestic. according to real-life circumstances, the booklet evaluates the simplest new options for western businesses in technology-based B2B markets.
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Extra resources for Counter Strategies in Global Markets
They are established, long-term developments that give the management team sufﬁcient time to adapt. Global demand is linked to changes in the GNP of the national economies referred to in Chapter 1, especially China and India. The strong growth in emerging markets and developing countries is based in particular on the increased spending power of people whose income are still signiﬁcantly below the average in industrialized countries. These new customers have an increasing amount of money, but they put price before quality when buying products.
1 Machine Tool Plant. On war and strategies The ChinaVenture Group, a Beijing-based investment consulting ﬁrm, calculates that China invested some $82 billion in foreign takeovers in 2010. Although China’s economic growth is the most striking, the abovementioned trend also extends to other developing countries and emerging markets. Here, too, companies are using cost-beneﬁts to successfully target new growth segments. They are improving the quality of their products through ongoing investment and are quite prepared to take over Western high-end suppliers in the process.
This dual strategy meant that these new partners and the sales force of the Chinese Siemens branch dealing in Sinteso products might actually target the same customers. Such cases did indeed occur in the beginning. Nevertheless, despite the initial difﬁculties, the Cerberus ECO case was judged a successful pilot project for Siemens AG. A series of similar no-frills technology (NFT) projects followed. In 2010 alone, a further 100 projects with a similar competitive strategy were launched within the corporation under the internal title SMART (simple, maintenancefriendly, affordable, reliable, timely to market).
Counter Strategies in Global Markets by O. Ploetner