Entering Emerging Markets

1. Front Matter

   Pages i-xvii

   PDF

2. Regions in Transition

   Pages 1-4

3. The 21st Century Has Entered the Door

   Pages 5-14

4. An Unprecedented Market Scenario

   Pages 15-25

5. The Exploration and Pre-Startup Phase

   Pages 27-49

6. The Startup Phase

   Pages 51-67

7. The Consolidation Phase

   Pages 69-73

8. The Maintenance and Expansion Phase

   Pages 75-81

9. Added Value of Market Entry Strategies

   Pages 83-93

10. Field Experiences in Virgin Markets

    Pages 95-109

11. The Crucial Role of Corporate Functions

    Pages 111-121

12. A New Challenge for Human Resources

    Pages 123-137

13. Looking Backward and Looking Forward

    Pages 139-150

14. Different Regions - One Mission

    Pages 151-157

15. The Price for Freedom and Prosperity

    Pages 159-161

16. Back Matter

    Pages 163-189

    PDF

At Motorola they have firsthand knowledge of what it takes to make a company a global leader. Today, the company maintains sales, service and manufacturing facilities throughout the world, conducts business on six continents and employs a large workforce worldwide. But like many US corporations, Motorola's early engagement in emerging markets was l- ited until political changes opened up new opportunities for growth. Since then, Motorola has endorsed a strategy to sell its products, systems and services in these emerging markets and to help new governments establish a telecommunications infrastructure in their countries. Motorola has turned this strategy into a reality throughout Europe, Asia, Africa, the Middle East and Latin America but the course has not been easy. It has taken vision, teamwork, and most important, a plan. In this book, we outline Motorola's working model for emerging markets: a fo- step process that is bold enough to support an aggressive market penet- tion, but realistic enough for any business to follow. Since Motorola was founded in 1928, its main objective has been total customer satisfaction. But satisfying customers can be a real challenge in an emerging market. This book details the experiences of Motorola exe- tives with hands-on experience, who learned that they had to understand the demands of their new customers and consider their cultural differences.

• Business Strategies
• Emerging Markets
• Motorola
• business
• strategy

• Waldems, Germany

  Guenter Schoenborn

Policies and ethics