Analysing global markets
In this event we broadly balance the content between discussions of academic theories and debates with the laundry-list information requirements which are essential for crafting global business strategies based on complex information. We also provide models and frameworks designed to harness this quality information to improve company performance.
We compare and contrast the nature of established versus emerging markets alongside a consideration of the strategic challenges associated with each. In the first instance, we need to address some definitional issues which suggest that the universe of global markets (and therefore market analysis) has developed layers of complexity previously unknown and which therefore require clarification.
Until the late 1980s international business textbooks and publications from research institutions such as The Economist Intelligence Unit (EIU) and the compilers of the Business Environment Risk Index (BERI) used ‘macro’ country classification identifiers based upon the following categories:
- Less ‘Developed’ Countries (LDCs), e.g.: most African countries; most South American countries; Pakistan; Bangladesh; parts (regions) of India; parts (regions) of China
- Newly Industrialised Countries (NICs), e.g.: South Korea; Taiwan; Hong Kong; Singapore; Turkey; parts (regions/cities) of India; parts (coastal regions/cities) of China; countries of South America (e.g. Chile, Argentina); country of Africa – South Africa
- Newly Industrialising Countries, e.g.: Indonesia; Malaysia; Philippines; Thailand; Vietnam; Egypt; parts (regions/cities) of India; parts (regions/cities) of China; countries of South America (e.g. Brazil); countries of Africa (e.g. Kenya, Nigeria, Morocco)
- Advanced Industrialised Countries (AICs), e.g.: G7 (USA; Canada; Japan; Germany; Italy; UK; France); Benelux (Belgium; Netherlands; Luxemburg); Nordic (Finland; Norway; Denmark; Sweden); ANZAC (Australia; New Zealand); Switzerland; Spain; Portugal; Greece; Ireland; and others.
As can be seen, the classification had evolved into something very messy: any categorisation which can have the same ‘line-item’ in more than one category is weak. Also, please note the inverted commas around ‘developed’ in the LDC category. This reveals the classification for what it was: purely rooted in economics and the somewhat arbitrary metrics of degrees of industrialisation and income levels (GDP per capita); no one would suggest that Africa was less developed culturally than, for example, Taiwan.
A new category of countries had to be accounted for from the early 1990s onwards in the wake of the collapse of the USSR and the related freedom of its vassal states in Central and Eastern Europe and elsewhere.
Another complicating factor was the rapid emergence of new industries based upon innovative and, in many cases, ‘disruptive’ technologies. As we will demonstrate, traditional thinking would suggest that rich countries would be the early adopters of these emergent technologies, a reasonable assumption intuitively but also historically factual (we’ll ignore the role of wars, empire, colonialism and mercantilism here, though it should be acknowledged). For example, in telecommunications the development of cellular technologies rapidly penetrated countries where landline networks were primitive because the nations were historically extremely poor, for example, countries in Southeast Asia, South America and Africa.
This historical background is important because of the legacy it left in terms of the availability, accessibility, reliability and validity of market(s) data and information for global business strategy design. In this event we profile the typical characteristics of global markets and their strategic implications under two broad categories: (i) established/mature; (ii) emerging/frontier. We provide a unique methodology of how to analyse country clusters, using a common process to map and understand diverse country-markets.
- Beyond data, ‘big’ or ‘small’
- Consider the following as a continuum:
1. Business Issue Identification
(opportunities, threats, key success factors)
6. Global Business Strategy Decisions
- Successful mastery of these seven elements of global market analysis provides the potential of exceptional returns on international business investments
- Risk analysis and mitigation strategies
- Information planning and systems
- Challenges in gathering global market data/information:
# Problems of many markets
# Problems with existing secondary data/information
# Problems with collecting primary data
- Information requirements for global business strategy development
# Demand analysis
# Market size and growth (potential)
# Buyer behaviour and motivations
# Role of culture on buyer behaviour
# Value proposition adaptation requirements
# Industry analysis (5-forces)
# Competitor analysis: global and local. Who and how many?
# General marketing environment
# Political environment: government complexion and political stability
# Local attitudes toward foreign firms
- Competitor intelligence: anatomy of a business process
- Organizational design for effective and efficient global market analysis
After participating in this event participants will:
- Understand and unravel the complexity of country classifications
- Have the competencies to design global business strategies based upon reliable data/information/intelligence
- Have the capability to work strategically with third party marketing services agencies
- Have the confidence to propose well-informed global business strategies internally
- Apply the principles of global market(s) analysis using proven frameworks, methodologies, processes and tools
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All content © Colin Edward Egan, 2020