Visionary game company sells 600000 units per year of a particular video game
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The young fleet requires less maintenance, so Gol manages quick turnarounds, which lowers cost per available seat. Example:īrazil’s Gol Linhas Aereas Inteligentes (Gol), South America’s first low-cost airline, uses the latest model Boeing 737 in its single-model fleet. Local winners use new technology to control operating costs and deliver quality offerings. These are impossible to pirate, because they’re live experiences created by many players over the Internet.
#VISIONARY GAME COMPANY SELLS 600000 UNITS PER YEAR OF A PARTICULAR VIDEO GAME SOFTWARE#
Shanda has avoided the software piracy problem plaguing global video-game leaders in China by developing highly popular multiplayer online role-playing games. Smart local companies identify key challenges posed by domestic markets, then design business models to overcome them. Develop Business Models to Overcome Obstacles CavinKare is the largest local player in India’s $500 million shampoo industry. India’s CavinKare packages shampoo in single-use sachets, making the product affordable for Indians who can’t afford big bottles and regard shampoo as a luxury. Simple customization techniques, based on intimate knowledge of local consumers, have sparked major success for homegrown champions. Instead, understand-and emulate-domestic players’ tactics.īhattacharya and Michael identify a blend of six strategies domestic winners use to succeed in emerging markets.
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To prevail over local winners on their turf, set aside your tried-and-true strategies, advise Bhattacharya and Michael. And they tap into pools of cheap local labor instead of relying on expensive automation. They leverage cutting-edge technology to keep operating costs down. For example, they use their deep understanding of consumers in their countries to create highly customized offerings. And in Mexico, Grupo Elektra has beaten Wal-Mart as the country’s top retailer.ĭomestic dynamos like these dominate foreign rivals by applying six strategies. In India, Bharti Airtel has trumped Vodafone as the market leader in cellular telephony. And they’re seizing new opportunities before multinationals can.Ĭonsider: In China, search engine Baidu is used seven times more than Google China every day. If you’re setting out to compete in rapidly developing economies, beware: Smart domestic enterprises are staving off the challenge from global market leaders.
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Rethink their own strategies before local rivals shut them out of lucrative emerging markets. Global companies would do well to study these models of achievement and, armed with acquired wisdom, Successful as homegrown champions have been-and this article identifies 50 of them-a few multinationals, such as Yum Brands, Nokia, and Hyundai, have managed toīeat the locals at their own game by using the six-part strategy. No element on its own is groundbreaking, but in the aggregate the strategy isĪ potent one, as the authors illustrate with the story of Ctrip, China’s largest online travel agent. Six, they invest in top management talent in order to sustain rapid growth. Five, they scale quickly by going national before regional rivalsĬan challenge them. Ways to benefit from low-cost labor and train workers in-house to overcome shortages of skilled employees. Three, they create or buy the latest technologies and use them effectively. Overcome market-specific obstacles and gain competitive advantage in the process. One, the homegrown winners customize products and services to meet local needs and initially go after economies of scope. The secret is to adopt most, if not all, elements of a six-part BhattacharyaĪnd Michael of the Boston Consulting Group show how these domestic Davids have achieved that impressive feat. A substantial number of local companies in emerging markets have managed to hold their own-or better-in the face of competition from global Goliaths.