Competing in Emerging Markets ─ Cases and Readings

This groundbreaking book provides an essential set of readings and case studies that facilitates a much-needed fundamental rethinking about drivers of successful as well as unsuccessful firm conduct in Emerging markets, and about the role of sophisticated but (usually) poorly-serving Western theories and ideas regarding competition and competitive traps and successes.
Although this book is intended primarily for Emerging markets courses, it can also be used for various other courses in international management or international strategy. It explores a range of themes, including:


the strategic and operational challenges companies face while competing in these relatively new (and, therefore, generally unfamiliar) markets
the imperative to generate creative solutions in response to idiosyncratic challenges posed by Emerging markets.

Competing in Emerging Markets emphasizes both the unique challenges facing corporate managers who operate (or intend to operate) in Emerging markets, and the ways in which managers can efficiently and effectively respond to these competitive challenges. As one of the first comprehensive texts on this subject, Competing in Emerging Markets is certain to become a standard in the field.
The case studies included in this book all have detailed teaching notes which are available to instructors who adopt the book for their courses. For these and other resources, log on to the book's companion website at: www.routledge.com/textbooks/9780415399500

Dr. Hemant Merchant is Associate Professor of International Strategy at Barry Kaye College of Business of Florida Atlantic University (USA). He has lived and worked in Emerging as well as non-Emerging markets, and chaired the Emerging markets track at the 2007 Academy of International Business conference. Dr. Merchant has published in several leading strategy and international business journals, and serves on the editorial boards of the Strategic Management Journal, Thunderbird International Business Review, Canadian Journal of Administrative Sciences. He is also the ‘Strategy and Business Environment’ editor at the Journal of Asia Business Studies. Dr. Merchant’s research has earned several prestigious awards, including two Douglas C. Mackay Outstanding Paper Award(s) in International Business. Dr. Merchant has been nominated four times for the TD-Canada Trust Distinguished Teaching Award and has been recognized several times for his teaching in Bachelors, Masters, and Executive programs.

Part 1: Case Studies 1. Dell's Dilemma in Brazil: Negotiating at the State Level 2. Kmart de Mexico 3. Unicord PLC: The Bumble Bee Acquisition 4. Nora-Sakari: A Proposed JV in Malaysia (Revised) 5. Red Star China (A): Discovering the Essence of Guanxi 6. Hero Honda Motors (India) Ltd.: Is it Honda that Made it a Hero? 7. Strategic Crossroads at Matáv: Hungary's Telecommunications Powerhouse 8. Managing Pibrex Russia (A): New Crisis, Old Grievances 9. Olly Racela in Bangkok Part 2: Readings 10. Distance Still Matters: The Hard Reality of Global Expansion 11. Strategy Under Uncertainty 12. Harnessing the Science of Persuasion 13. Achieving Business Success in Confucian Societies: The Importance of Guanxi (Connections) 14. The Role of Family Conglomerates in Emerging Markets: What Western Companies Should Know 15. Transferring Management Knowledge to Russia: A Culturally Based Approach