Archive for the ‘Asia Pacific’ Category

Focus: Dos and don’ts of entering emerging markets

Putting down stakes

Many multinational companies are eyeing the fast-growing economies of Brazil, China, India, and others to fuel revenue growth for years to come. The opportunities are significant – and so are the challenges.

Some companies are effectively tapping into these markets by customizing strategies to meet each country’s specific demands. It’s not just about establishing local operations, but also understanding the regulatory and cultural nuances and risks within a country or region. Other companies are having a much tougher time. Some cite an inability to provide affordable products and services for price-sensitive customers. Others say local competition, lack of brand awareness, and government bureaucracy are causing them major headaches.

Via www.deloitte.com


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Asia’s Endangered Species: The Expat

Western companies doing business in Asia are now looking to locals to fill the most important jobs in the region.

Via online.wsj.com

Reading this article makes me think about talent pipelines. Stepping into a middle or senior management role in the Asia Pacific region was almost a rite of passage into an executive management role back on home soil and the talent pipelines were set up accordingly. Leadership programs identifying talented Leaders looking to advance their career and personal development by working as an expat for a period of time.

What investment now needs to be made in the Asia Pacific region to develop and grow the Leadership skillset and develop skills that align to the business and local knowledge of this new breed of leaders?

What opportunities and development steps need to be put in place for those Expat Leaders returning home?

Critical to the ongoing success of your talent pipeline will be identifying new opportunities for the Leaders who already ‘have their bags packed for an overseas post’. What will you need to put in place for these people to keep them engaged and develop their skills and knowledge further?

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Frugal ideas are spreading from East to West  – The Economist – The Tata Nano, the world’s cheapest car, became a symbol before the first one rolled off the production line in 2009.

Via www.economist.com

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China Real Time talks with Andrew Wedeman, author of “Double Paradox: Rapid Growth and Rising Corruption in China,” about how China’s experience with corruption differs from that of other countries and what corruption is likely to mean for China’s…

Via blogs.wsj.com

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Companies should avoid simply imposing global business models and practices on the local market.

Via www.mckinseyquarterly.com

Expansion into Asia is a hot topic at the moment with many multinational organisations looking at how to do this successfully. This McKinsey quarterly report is a must read for any Business Exec who is looking to adopt a globalisation strategy with a focus on India.

Key considerations include determining the commitment that your organisation will invest in India:

  • How will you build and develop local talent?
  • What is your commitment to a local strategy?
  • Will you implement a tailored leadership program with the opportunity for Global rotations for strong performers?

This research provides examples of how Indian consumers demand sophisticated products and services found in the west but at a lower price, customised to the local market. This is an interesting consideration for your products. Does your development approach need to be adapted to meet the local needs to ensure alignment to a local strategy?

Adapting to the Indian consumer’s demand for innovative, low-cost delivery systems and high value for money products as well as identifying and implementing an appropriate ownership model will support success in winning in India.

Strategic partnering is a great resource for expanding successfully in India. Identifying key partners to support at a local level for development, manufacturing and logistics can reduce costs and provide an effective avenue to build relationships and credibility in this environment.

Contact The Learning Factor now to discuss partnering with our Indian team to grow and tailor your Leadership programs to support local level talent and build your bench strength today.

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Via Scoop.itConnected Intelligence

Recently CEO Erich Joachimsthaler spoke with Harvard Business Review editor Angelia Herrin and Innosight’s Scott Anthony and P&G’s Bruce Brown in a Singapore Sessions webinar.   The group discussed “What is the right entry point for emerging markets: targeting customers at the bottom or the middle of the pyramid?”   In the webinar, the participants talk about where to enter in the pyramid and even how to define “middle class” in emerging markets.
Via stream.krm.com

One of the key messages that makes me really think about the right entry point in this video is to look at the stresses it will place on your organisations and respond appropriately?

Some other key considerations to ponder are:

  • It’s not just the product, it’s the business model
  • Don’t just look to have local distribution but local developers as well
  • Growth alone is not important…
  • Note that these consumers are not gullible, they are very discerning and sophisticated consumers.

Finally, what is the marketing strategy that our business will use? Is it tailored for the appropriate audience in an emerging market, does it have the correct message?

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Via Scoop.itRunning Training Like a Business

Workplace and societal learning are evolving in Asia. China is focused on both internal and external markets for learning investments.
Via clomedia.com

A short and powerful read that will help you understand what is important to your Learners’ and your people in China including:

  • Certifications have a heavy focus. Having a globally recognized certification is even more impressive and greatly impacts one’s hiring and compensation prospects
  • Thriving businesses will have English level programs aimed at growing individuals’ competency
  • Mobile device penetration in cities is almost 90 percent, and people use them constantly at work. How can you use this to adapt and reach your employees learning?
  • Don’t be surprised if you review a CV and see a lot of roles…It is not unusual for a talented young person to have four jobs in two years — being headhunted away after just a few months for a higher salary
  • Using an enterprise-wide project management or collaboration system can really help drive coordination and optimisation of processes
  • Develop a program to help your people manage remotely
  • Understand and manage well the differences between pay scales globally and the requirements regarding time and intensity of work

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