Titlebook: Scaling the Tail: Managing Profitable Growth in Emerging Markets; Seung Ho Park,Gerardo R. Ungson,Andrew Cosgrove Book 2015 Seung Ho Park,

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" This model focuses on specialized market niches, flanking particular segments and product-categories, developing deeply nuanced localization strategies, and installing supportive management systems.978-1-137-53859-8

百科全書

Introductionsales at the periphery of the distribution using broad differentiation strategies. This is developed with select partners as an overarching theme throughout the book and supported by field interviews and a survey of consumer goods in select Asian countries.

MOAT

Rethinking Conventional Modelsore fine-grained expectations of middle-class consumers, and argue for profitable growth based on a different type of scaling. Cases highlight the successful experiences of firms operating in China and India.

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Working-Memory

Hemiparesis

The Diagnostic “P-E-C” Frameworkstrategies? Finally, co-alignment refers to the consistency between strategies and management systems. This framework guides our inquiry and field survey for the study. Details of the survey, specifically differences between higher and lower performing firms, are presented.

Ganglion-Cyst

Positioning Firms for Profitable Growth assessment of environmental volatility for granular growth; (3) resolution of contradictions; (4) securing data analytics and financial sources for investment; (5) attachment of high priority to emerging markets; and (6) a systematic mode of expansion.

ostrish

Defining the Drivers of Profitable Growthcs among the firms include the following: (1) exploring all sources of competitive advantage; (2) assessing localization through affordable innovation; (3) exploiting sources of synergies; (4) scaling product categories, not products; and (5) exploring strategies for cost reduction.

賠償

Co-aligning Strategies with Management Structures and Systemsee external barriers that limit both demand and supply. Lower performing firms see regulation and poor infrastructure in general as barriers. Finally, higher performing firms regard an unsupportive local culture as a key impediment to execution.