These companies all have something in common. They’re emerging-market multinationals — companies from countries like Brazil or China that have assets and employees located outside their home country.
The companies are profiled in Emerging Markets Rule: Growth Strategies of the New Global Giants, a book written by Mauro Guillén, professor of management of University of Pennsylvania’s Wharton School, and Esteban Garcia-Canal, a professor at the University of Oviedo in Spain.
They argue that emerging-market multinationals, or EMMs, which have spent years winning business from U.S.-based behemoths like Sara Lee, GE and Whirlpool, tend to share many of the same strengths. For instance, they’re quick to execute. They exploit corners of the market. And they acquire smart.
So what can U.S. companies learn from EMMs?
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Keywords: developing nations, business models, business expansion strategies, supply chain management, businesses' global footprint