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Customer Reviews

4.9 out of 5 stars
24

on April 15, 2015
Excellent book with a lot of takeaways from real business challenges. Certainly one of the best books of its genre. I also took International Marketing from Prof. Rajeev Batra, who is one of the co-authors, and he is such a fantastic instructor. I highly recommend this book to anyone who has an interest in understanding and doing business in international markets.
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on August 7, 2014
This is a good book about Indian and Turkish (and some other emerging country MNCs) and their internationalisation. What I like is that the authors have actually interviewed around 30 CEOs. Reading the book, you will get insight of how these people think about international strategy. The choices are not revolutionary, e.g. low cost in other emerging countries, niche in the whole world. i don't like that they are also discussing a few firms from Taiwan and South Korea, since these countries are definitely not emerging markets. That makes their discussion a bit blurry. Still the book provides a great perspective of the state of the world in the 10s. That it will be different in the 20s is not a critique of the book.

The title is not really that appropriate since (1) the East Asian countries are not well covered and (2) almost only consumer brand companies are covered. So the focus is very much on branding as indicated by the subtitle. Furthermore, I would not agree that there is much disruption happening here, at least not in the Christiansen style.

If you want more an academic, but good, perspective check out Emerging Multinationals in Emerging Markets.

Four stars and well worth a read.
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on September 2, 2012
An outstanding resource. The team have put together an excellent resource and strategy taken from real world results that can be used by any business owner or company that will help them better position themselves against the existing multinationals.

They have broken down each of the successful elements, taken from significant research and interviewing from those that have succeeded using these methods, and mapped it out in this book.

I found it a great strategy development tool to help align our business with what we could reasonably do against superior odds and sizeable competition. Not only is there analysis of what did work for up and coming business leaders but what also failed which I find to be just as beneficial in developing our own strategies.

The most valuable aspect of this resources is that it draws upon successes in the past decade, not business models that are decades old or based on purely size. This means the concepts and processes are much more relevant for modern business rather than an historical legend of how a company and brand was formed a century ago.

Brilliant, precise, informative and practical.
One person found this helpful
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on May 18, 2016
In this review, I outline my personal experience with the book to illustrate the attention put into its writing process and the benefits we can gain from it within a classroom setting. During my Ph.D. at Koc University, Turkey, I helped Prof. Ozsomer while conducting the interviews, as well as transcribing and translating them to English. When I was visiting University of Michigan in my 2nd year of the Ph.D., I also helped Prof. Batra with some secondary data collection over the companies examined in the book. Reflecting back on those years and reading the final product, I now fully understand how valuable this experience was to develop some research skills and how the pieces added up to bear fruit. The authors analyze a total of 39 new emerging multinationals. The overarching theory grounded on these cases and the details distilled from each one provide the readers a sound idea over the extent to which authors have put their hearts and minds into the project. Especially the professional readers have a compelling guide to fully capture the basics of working in emerging economies and competing with the new emerging multinationals. I also recommend the book for educational purposes. I used it in my Marketing in Emerging Economies undergraduate course at the Vrije Universiteit Amsterdam where I started working after my Ph.D. It is a great pleasure to pass on some positive compliments from my students. They truly enjoyed getting familiar with emerging markets and marketing concepts with so many, diverse examples. Overall, I feel the book is a ubiquitous source for both educational and professional purposes. Hope you also enjoy reading this alternative perspective of marketing practice.
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on June 12, 2012
This book is full of great insights and very practical frameworks related to both Marketing and Strategy in the cross-border context. These are very nicely integrated with and illustrated using rich and current examples based on interviews with a large number of companies headed to be among top global leaders for the future.

The authors stress the need to take a long-term strategic view, finding the right balance between applying one's current competitive advantages to succeed today and building long-term advantages to become a global leader in the future. The authors emphasize how, rather than just copying what their developed market counterparts do, emerging market companies can turn their contextual disadvantage into advantage by analyzing unique resources and capabilities arising from their context-specific experience. This analysis should form the basis of what their company ought to choose as its business scope and strategy globally. Also, by taking a long-term view rather than just being content with short-term gains, these companies can invest in building the right resources and capabilities to move into higher-value activities in the value chain (such as branding) rather than being destined to be underdogs forever.

The book is a must-read for both emerging market company managers looking to take on big companies is the global arena as well as for global company managers trying to figure out how to best defend against disruptive innovatiosn and business models emerging from this new breed of unfamiliar competitors!
6 people found this helpful
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on February 28, 2018
As a student, it is hard to find a book that is not only relevant but also interesting and insightful. This book provides numerous examples of EMNC's and how they shifted into the global competitive market. It clearly breaks down the process on how EMNC's can expand their business globally and penetrate the market. I started reading this book thinking it would be like so many other marketing books, but it quickly differentiated itself. It not only provides and educated its audience, but this book also forces its audience to critically think and take an analytical angle. This book digs deep into the concept of EMNC's and makes valuable research based insights.
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on July 8, 2012
This is a bellwether book. It introduces the reader to the up-and-coming global brands that we may never heard of before but surely will in the not too distant future. Infosys and Lenovo and even Haier from China will be known to some, as will Infosys, Tata and Wipro from India, LG from Korea, Arçelik from Turkey and Natura from Brazil. But here you also get to know many new brands such as India's Godrej , Mahindra and Marico, Taiwan's HTC, Turkey's Mavi and Ulker, and Saudi Arabia's Savola foods, all famous household names in their home countries - and soon the world.
The authors in this welcome book on third-world MNCs take an in-depth look at 39 emerging multinationals and emerge with a challenge not only for lower-achieving emerging firms but also for established triad MNCs. Based on personal interviews, they clarify the strategies of the successful new competitors. They then develop a blueprint adaptable to any new entry or startup company, equally useful in emerging and developed economies.
Four different expansion strategies for emerging MNCs are identified, viz. Cost Leadership, Knowledge Leveragers, Niche Customizers and Global Brand Builders. While cost leadership is the traditional avenue to growth (with low wages), knowledge leveragers have only recently been recognized - the superior customization of emerging companies to the special demands at the "bottom of the pyramid."
But according to the authors the real action is now shifting to more ambitious managerial strategies. "Niche customizers" are emerging MNCs that become leaders in some sub-category segments where their products help create a new market. Haier's wine-coolers and compact refrigerators are cases in point. But the emerging MNCs are now becoming avid global brand builders as well, whether by acquisition (Lenovo, Tata) of by promotion of their existing brands (HTC, Mavi, Mahindra).
Naturally, this book is a must for professionals interested in emerging markets and learning about future competitors. But its appeal is broader than that. In today's Apple-obsessed world, it is good to remember the small start-up in a Palo Alto garage - and how quickly it came from behind to reinvent and overtake whole markets. Many of today's aspiring entrepreneurs can be found outside of Silicon Valley, even outside the U.S. Many also come from foreign countries - the same countries that now spawn their own entrepreneurs. This book helps you understand some of the best among them, and get a glimpse of the future.
2 people found this helpful
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on August 31, 2013
This book asks a question of great important to global businesses - both to the incumbent MNCs and to the upstart EMNCs that threaten them from `below'. How do resource-strapped, management-light smaller companies (EMNCs) win markets from well-resourced large multinationals (MNCs)? At both ends of the spectrum, survival and profitability depends on a good answer to this question.

The authors lay out a framework that does an excellent job of presenting four different types of strategic approaches that different EMNCs follow. A nice grid is presented to understand these approaches using similar/ dissimilar market expansion and evolutionary/ revolutionary strategies - Knowledge Leveragers & Niche Customizers are focused on 'similar' emerging markets, while Cost Leaders & Global Brand Builders focus on 'dissimilar' developed markets. The book does an excellent job of discussing companies like Huawei of China that threatens Cisco, Arcelik of Turkey that threatens consumer durable manufacturers in Europe, Tata Motors that owns Jaguar at the luxury end and the Nano at the lowest cost end of the automobile market...

As a technology entrepreneur in Silicon Valley, I live this type of battle where startups can either die, become irrelevant or kill entrenched global leaders. The lessons from this book about Disruption have ramifications from start ups to mega corporations...ignore it at your peril.

And it is a fun read. I thoroughly endorse this book by Professors Chattopadhyay, Batra & Ozsomer.
One person found this helpful
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on August 8, 2012
What can one make of Napoleon's remark "geography is destiny" today? The developed world imposed both the first (1780-1800) and second (1801-2000) epochs of globalization on the emerging markets. The disruptive forces of liberalization (of the closed economies of 1960-80) of Globalization 3.0 have ushered in the phenomenon of EMNCs -around 21,500, estimates the UN's World Investment Report.

Domestic companies' ("DMCs") metamorphoses into EMNCs (113 of Fortune Global 500 in 2010), is turning the world upside down. The ominous words (Business Week "be afraid, be very afraid" and GE Chairman Immelt et al "Siemens, . could never destroy GE; the emerging giants very well could") have proved prophetic. Apple and Samsung's fierce battle for hand phone patent portends the winds of change blowing through the global markets.

The timing of "The New Emerging Market Multinationals:..." is impeccable.

Instead of companies like Gazprom, Petrobas, etc. that rely on monopolies, the book focuses on Haier, HTC (now the world's 3rd largest smart phone company), Natura, LG, Arcelik, etc. from competitive sectors. A quote of one of their interviewees, "a brand first increases the volume and secondly improves the margins. As long ... you have a brand, you have a sustainable business" neatly sums up why the authors focus on global brands and businesses.

The erudition, scholarship and global perspective of Chattopadhyay, Batra and Ozsomer, marketing, branding and strategy experts, are reflected in the persuasive and engaging manner in which the book addresses the questions: What are the reasons they went global? What explains their success? How did they build their global businesses & brands despite limited resources? What TMNCs can learn to develop their own strategies not only to fend off these EMNCs but also to develop their own markets?

Their passion and enthusiasm for marketing & branding are evident while they dissect the phenomenon of EMNCs and destroy popular myths (opportunistic growth, risk-reduction, and learning-not the main reasons for their globalization" the authors instead state, "it is simply that they have the ambition, vision, and confidence to want to become global giants themselves")

A well researched, highly scholarly yet practical, rigorous, backed by diagrams, business models, end notes, secondary studies of published sources, the book has in depth personal interviews conducted by the authors with top the executives of 39 EMNCs in 15 emerging markets across the world.

The authors expertly weave quotes and anecdotes from their interviews in to their narrative to explain various business models and strategies (Global Brand Leader, etc.).

The book excludes Indonesia, Poland, etc. However, PwC`s Report "India may overtake China ..., with over 2,200 DMCs ..over the next 15 yrs- 2010-24" vindicates the authors somewhat skewed emphasis on India. Few floundering EMNCs may have provided interesting contrast and important lessons. Notwithstanding these, the book has great depth and breadth making it truly representative of the EMNC phenomenon.

Globalization being an imperative, DMCs should use the book "to create their own game plans on how resource limitation can be side stepped to become EMNCs". The book will prompt global CEOs of TMNCs "to find new ways to disrupt and fight EMNCs". Policy makers and trade organizations can cull lessons from this book to create conducive policies for their DMCs to turn into EMNCs. The book should prove to be a rich repertoire of case studies for academics and researchers.

Global market witnesses tectonic shifts every few decades; The East India Company followed by British, American, and Japanese in 1980s, and the latest EMNCs. "Born global" (Google, Amazon, etc.) are firmly entrenched. All these put a question mark on Napoleon's remark.
Despite several books of this genre, this easily ranks as one of the best. Anyone wanting to understand the phenomenon of EMNCs should be reading this book.
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on April 20, 2013
This is an important book both for its innovative ideas and for the deep research that these ideas are based on. Chattopadhyay and Batra, distinguished scholars in their own right, have distilled these findings based on interviews with fifty senior executives from thirty nine emerging market multinationals. These business leaders have challenged the existing order and built very successful branded businesses across a range of global industries. What secret business strategy recipes enabled these relatively small, under-resourced, and disadvantaged firms wrest market share from the incumbent traditional MNC's and build sustainable businesses with healthy profits to show for their efforts? What enabled them to transform global aspirations into reality?

Chattopadhyaya and Batra provide answers that ring true. This is because their analysis is neither gimmicky nor flashy but rests on time-honored marketing principles that segment markets for targeting and marshall strategic competencies. Cost leaders, like Turkey's Arcelik, capitalize on advantageous cost positions and use scale to extend their reach into developing markets. India's Mahindra and Mahindra is a great exemplar of knowledge leveragers who transfer their home market understanding to builded branded businesses in other emerging markets. Niche customizers blend manufacturing cost advantages with new R&D capabilities to build fortified positions with branded offerings. India's Godrej has implemented this strategy with household products in regional niche markets in Africa and South Asia. Finally, the global brand builders blend low cost manufactuiring and R&D capabilities with fcused innovation to build branded businesses targeting specific product-market segments. Selective acqusitions provide the new skills and resources needed to operate in these markets. HTC has built its position as the world's third largest smart phone manufacturer by executing precisely such a focused innovation strategy.

The book is easy to read but avoids the overgeneralizations that are the achiles heel of many contemporary strategy works. The authors also pick their examples carefully so that their global brand building lessons are not confounded and can be emulated by other emerging market multinationals with global aspirations. And if you are an incumbent, traditional multinational, the authors suggest how you may proactively respond to these new challengers. All in all, this is a thought provoking book, that does a marvelous job of extracting the comtemporary marketing strategy lessons from the experienced reality of business leaders who have successfully build global branded businesses when the betting was all against them.

This book is a must read for business school students and their professors. But this book's lessons will have the most impact on marketing practitioners in emerging market and traditional multinationals looking for challenger and response strategies in this new global competition. Get it, read it and then place it on your shelf or store it on your hard drive - you will consult this book often. And that's a promise!
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