by Kevin Bandy
http://www.accenture.com/emergingmarkets
©
2008
The emerging world has witnessed growth rates that
far exceed those of the developed world. Clearly the global balance is shifting
in their favor. While many people have previously forecasted this shift, two recent
trends appear to have added strength to this prediction: the BRIC (Brazil, Russia,
India and China) economies have had impact sooner than expected and China and
India are dominating the BRIC story.
Executives worldwide
are responding aggressively to this changing market dynamic. An Accenture study
of CXOs across Europe and the United States (2006) identified globalization as
one of the key planks of corporate strategy in the 21st century. The term "globalization"
has come to imply far more than far-ranging export activity or overseas research
centers. Increasingly, it is associated with core revenue-building activities
such as sales, marketing and manufacturing.
An Accenture
study of C-level executives in communication and high-tech companies reveals that
customer-facing roles are the most important in the corporate globalization effort.
For companies to succeed in such roles, it is imperative that business leaders
understand the sales context in these markets.
As customer-facing
roles become more important, more is expected of sales organizations. However,
the selling process in emerging markets often differs markedly from the sales
methods typical in the developed world. Four factors are relevant:
- business
environments are not yet mature - immaturity of these business environments makes
it challenging to do business successfully;
- growth rates can
skew goals - customer retention can take a back seat while all the focus shifts
to acquiring new customers;
- there are a myriad of low-income buyers
and small businesses that offer huge potential but are often geographically dispersed
(and thus difficult to reach); and
- there are markets within markets
within markets - to serve large, diverse markets such as China and India, a broad-based
sales network is necessary.
The answers to these
challenges depend on many internal and external factors but we have found several
underlying themes common to most successful companies:
- emerging markets
tend to require an operating style that is personal rather than process driven;
Additional, even superfluous manpower may bring about
the "personal touch" that produces the extra dollar of profit. A strong
collaborative approach is also seen in the way that corporations deal with competition
or develop and leverage strong local networks.
- they select the sales
channels that suit each market best;
Corporations
often struggle to find the right balance between direct and indirect routes to
market. Establishing a direct sales organization demonstrates a company's commitment
level to governments and to large corporations in emerging markets. Customers
also tend to want to receive service from the company itself rather than partners.
However,
setting up a direct sales force to reach an entire market may prove to be quite
costly and time consuming. Given the size and dispersed nature of markets such
as India and China, leveraging indirect channels is often the most cost-effective
and timely way to reach large numbers of customers.
- they find smart
ways to reach low-income customers;
Companies need
to develop solutions that appeal to low-income customers and small businesses
in geographically dispersed locations. These solutions may involve developing
a strong rural sales structure.
and
- they strive
for the right mix of local and global processes.
Experience
shows that the most successful answer tends to be a blended approach of local
and global processes. We have found the most important areas to "localize"
are the distribution channels themselves. Leveraging "global standards"
for many of the back office procedures, sales methodologies and supporting technologies,
on the other hand, has been proven to be very effective in providing some needed
structure and operating efficiencies to these fast-growing markets.
Success
in emerging markets is rapidly becoming a critical success factor for global companies.
The core challenge is to grow in a cost-effective and profitable way given the
vast size of the markets, the differing economic and infrastructure capacities,
and the variations in the markets' cultures and customs.
