With a population of about six hundred million people, and a combined GNP of more than US$ 2.4 trillion, the ASEAN Economic Community (AEC) is set to become the seventh largest economy in the world. Launched in December 2015, the AEC unveiled initiatives to create a single market and production zone, a competitive and equitable region, and integrated links to the global economy. ASEAN Champions seeks to address the role of the strong local firms in regional integration, how these 'champions' succeeded and endured, despite facing adverse circumstances, and the factors that facilitated or impeded their participation in regional integration. The book provides insights for future firm and government-led strategies to enhance the integration process. By complementing current narratives that focus on macroeconomic, socio-political, and trade considerations, Park, Ungson and Francisco offer an enlightening and engaging read, ideally suited to academics and professionals alike.
Emerging market multinationals are becoming leaders in their industries, able to compete on equal terms with firms from advanced economies, but their paths toward global leadership are not always smooth. This book examines the specific challenges faced by emerging market multinationals as they seek to develop their international operations and proposes actionable solutions for them. The authors seamlessly combine academic analyses with a rich selection of real-world cases to provide a clear framework for understanding some of the barriers that prevent firms from emerging economies from succeeding abroad and show readers what actions can be taken to achieve sustained international growth. With clear, concise arguments and examples that bring the discussion to life, this insightful book will appeal to managers and students alike.
The purpose of this paper is to apply the concept of blind spot to illustrate the misapplication of extant global strategies to emerging markets. The authors discuss cases of multinationals and indigenous local companies to draw insights on firm operations in emerging markets. The authors unpack four specific blind spots that have resonated repeatedly in their operations: an adherence to unqualified scaling, the intractability of localization, the opacity of non-government intervention, and an undue attention to disruption rather than transformation. The study concludes with recommendations that can help companies be better aware of the blind spots and manage more effectively in emerging markets.
Four blind spots: an adherence to unqualified scaling, the intransitivity of localization, the illusion of non-government intervention, and an undue attention to disruption rather than transformation.
The paper is primarily for practitioners.
This study presents some of the key findings from our previous studies on emerging market issues. The authors recently published four different books on various themes on emerging markets. The findings presented in this paper come strictly from these previous projects.
Marketing-centric and production-centric modalities
Surface and deep structures