Managerial Challenges Facing Old and New Multinationals Ravi Ramamurti Northeastern University...
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![Page 1: Managerial Challenges Facing Old and New Multinationals Ravi Ramamurti Northeastern University Session on: COST Panel session on Emerging Country Multinationals.](https://reader035.fdocuments.in/reader035/viewer/2022072016/56649ee85503460f94bf95e9/html5/thumbnails/1.jpg)
Managerial Challenges Facing Old and New Multinationals
Ravi RamamurtiNortheastern University
Session on:
COST Panel session on Emerging Country Multinationals
37th EIBA Annual Conference, Bucharest, RomaniaDecember 9, 2011
![Page 2: Managerial Challenges Facing Old and New Multinationals Ravi Ramamurti Northeastern University Session on: COST Panel session on Emerging Country Multinationals.](https://reader035.fdocuments.in/reader035/viewer/2022072016/56649ee85503460f94bf95e9/html5/thumbnails/2.jpg)
The Challenge
• Old MNEs—how to win in emerging markets while retaining the lead in developed markets?
• New MNEs—how to build presence in foreign markets while retaining the lead at home?
• Each has to learn different things to succeed
![Page 3: Managerial Challenges Facing Old and New Multinationals Ravi Ramamurti Northeastern University Session on: COST Panel session on Emerging Country Multinationals.](https://reader035.fdocuments.in/reader035/viewer/2022072016/56649ee85503460f94bf95e9/html5/thumbnails/3.jpg)
Old MNEs
Traditional Approach Demands of Emerging Markets
Strategy Optimize products for Triad markets Cutting-edge, technologically sophisticated,
performance-rich products Premium price, high-margin orientation De-feature global products for emerging markets Target premium segment in EMs
Best solution for EM customer Frugal, functional, good-enough quality Low price, high-volume orientation Zero-based innovation Target mid-market segment in EMs; create
market if necessary
Organization Centralized strategy and new-product
development, by global product divisions EMs play “implementer” role, including COEs that
develop products for Triad markets EMs measured on sales and order taking ‘Exploitation’ mind-set for emerging markets
Decentralized strategy and new-product development
EMs innovate for local market, using capabilities of global product divisions
EMs measured with suitable metrics, and DC subsidiaries roll-out low-cost products from EMs
‘Exploration’ mind-set for emerging markets
Source: Adapted from Govindarajan & Ramamurti, Global Strategy Journal, 2011
![Page 4: Managerial Challenges Facing Old and New Multinationals Ravi Ramamurti Northeastern University Session on: COST Panel session on Emerging Country Multinationals.](https://reader035.fdocuments.in/reader035/viewer/2022072016/56649ee85503460f94bf95e9/html5/thumbnails/4.jpg)
New MNEs
• Building international presence: Why do it, and how? (Ramamurti & Singh 2009)
• How to move up the value curve?• How to plug competency gaps?• How to staff the growth, and create a global mind-set?• Professionalizing management (vs family control)• Integrating foreign acquisitions• Profitability, through the “loss valley”• How to remain independent and viable?
![Page 5: Managerial Challenges Facing Old and New Multinationals Ravi Ramamurti Northeastern University Session on: COST Panel session on Emerging Country Multinationals.](https://reader035.fdocuments.in/reader035/viewer/2022072016/56649ee85503460f94bf95e9/html5/thumbnails/5.jpg)
Who will win the learning race—EMNEs or DMNEs?