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At Motorola they have firsthand knowledge of what it takes to make a company a global leader. Today, the company maintains sales, service and manufacturing facilities throughout the world, conducts business on six continents and employs a large workforce worldwide. But like many US corporations, Motorola's early engagement in emerging markets was l- ited until political changes opened up new opportunities for growth. Since then, Motorola has endorsed a strategy to sell its products, systems and services in these emerging markets and to help new governments establish a telecommunications infrastructure in their countries. Motorola has turned this strategy into a reality throughout Europe, Asia, Africa, the Middle East and Latin America but the course has not been easy. It has taken vision, teamwork, and most important, a plan. In this book, we outline Motorola's working model for emerging markets: a fo- step process that is bold enough to support an aggressive market penet- tion, but realistic enough for any business to follow. Since Motorola was founded in 1928, its main objective has been total customer satisfaction. But satisfying customers can be a real challenge in an emerging market. This book details the experiences of Motorola exe- tives with hands-on experience, who learned that they had to understand the demands of their new customers and consider their cultural differences.
Achat du livre
Entering Emerging Markets, Günter Schönborn
- Langue
- Année de publication
- 2006
- Reliure
- (rigide),
- État du livre
- Très bon
- Prix
- 4,79 €
Modes de paiement
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- Titre
- Entering Emerging Markets
- Sous-titre
- Motorola's Blueprint for Going Global - Second Edition
- Langue
- Anglais
- Auteurs
- Günter Schönborn
- Éditeur
- Springer
- Publié
- 2006
- Format
- rigide
- Pages
- 188
- ISBN10
- 3540317457
- ISBN13
- 9783540317456
- Séries
- Mots clés
- Commerce, Affaires & Gestion, Économie, Europe de l'Ouest, Globalisation, Stratégie, Multinationales, Création d'entreprise
- Description
- At Motorola they have firsthand knowledge of what it takes to make a company a global leader. Today, the company maintains sales, service and manufacturing facilities throughout the world, conducts business on six continents and employs a large workforce worldwide. But like many US corporations, Motorola's early engagement in emerging markets was l- ited until political changes opened up new opportunities for growth. Since then, Motorola has endorsed a strategy to sell its products, systems and services in these emerging markets and to help new governments establish a telecommunications infrastructure in their countries. Motorola has turned this strategy into a reality throughout Europe, Asia, Africa, the Middle East and Latin America but the course has not been easy. It has taken vision, teamwork, and most important, a plan. In this book, we outline Motorola's working model for emerging markets: a fo- step process that is bold enough to support an aggressive market penet- tion, but realistic enough for any business to follow. Since Motorola was founded in 1928, its main objective has been total customer satisfaction. But satisfying customers can be a real challenge in an emerging market. This book details the experiences of Motorola exe- tives with hands-on experience, who learned that they had to understand the demands of their new customers and consider their cultural differences.