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After the BRICs: Choosing from Other Emerging Markets
內容大綱
A U.S. medical device manufacturer is operating in more than 40 international markets, including its most recent entries in the BRIC markets. The company president is now ready to look to new emerging markets for revenue growth. This time a more advanced “post-BRIC” analysis is needed to determine which market to enter next. Because the capital investment and risk associated with entering a new market is high, making the right market selection is critical.
學習目標
This case is appropriate for use in an international business course when considering a more advanced market selection strategy. To rank a short list of potential new markets, students will consider both quantitative data (e.g., per cent of GDP spent on healthcare and demand for medical devices) and less empirical data (e.g., corruption perception, ease of doing business and Hofstede’s cultural dimensions). This case can also be used in sessions on international marketing, entrepreneurship and business strategy.