Capturing the world's emerging middle class
The rapidly growing ranks of middle-class consumers span a dozen emerging nations, not just the fast-growing BRIC countries, and include almost two billion people, spending a total of $6.9 trillion annually. The authors' research suggests that this figure will rise to $20 trillion during the ne...
Gespeichert in:
Veröffentlicht in: | The McKinsey quarterly 2010-07 (3), p.12 |
---|---|
Hauptverfasser: | , |
Format: | Magazinearticle |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | |
---|---|
container_issue | 3 |
container_start_page | 12 |
container_title | The McKinsey quarterly |
container_volume | |
creator | Court, David Narasimhan, Laxman |
description | The rapidly growing ranks of middle-class consumers span a dozen emerging nations, not just the fast-growing BRIC countries, and include almost two billion people, spending a total of $6.9 trillion annually. The authors' research suggests that this figure will rise to $20 trillion during the next decade -- about twice the current consumption in the US. Despite having strong global brands, multinational companies face challenging competition in emerging markets, as these economies already boast aggressive local players that have captured a significant portion of spending. Further complicating matters is the fact that the multinationals' business models are based on practices established in the markets of the developed world, where the game is won slowly by finding cost savings and making product improvements that capture single percentage points of market share over time. While there are multiple approaches to capturing emerging-market consumers, the two critical factors are speed and scale. |
format | Magazinearticle |
fullrecord | <record><control><sourceid>proquest</sourceid><recordid>TN_cdi_proquest_journals_745463762</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>2114663301</sourcerecordid><originalsourceid>FETCH-LOGICAL-p97t-83c3df3b88aff34dec563b19da7453d0f8b9834ca9be68b6dc6aafe5f014df6e3</originalsourceid><addsrcrecordid>eNotjbFqwzAUADW0EDftP5guGYpBzpNkaSwmbQqGLNmDpPfkODi2K9n095vSTAc33D2wjHNRFRKMWLGnlC6cl6Ckydhbbad5id3Q5vOZ8p8x9rhJOV0ptn_y2iH2lPvepvTMHoPtE73cuWbHj92x3hfN4fOrfm-KyVRzocEDBnBa2xBAIHmpwJUGbSUkIA_aGQ3CW-NIaafQK2sDycBLgUERrNnrf3aK4_dCaT5dxiUOt-PpVhAKKrWFX6KBPXA</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>magazinearticle</recordtype><pqid>745463762</pqid></control><display><type>magazinearticle</type><title>Capturing the world's emerging middle class</title><source>EBSCOhost Business Source Complete</source><creator>Court, David ; Narasimhan, Laxman</creator><creatorcontrib>Court, David ; Narasimhan, Laxman</creatorcontrib><description>The rapidly growing ranks of middle-class consumers span a dozen emerging nations, not just the fast-growing BRIC countries, and include almost two billion people, spending a total of $6.9 trillion annually. The authors' research suggests that this figure will rise to $20 trillion during the next decade -- about twice the current consumption in the US. Despite having strong global brands, multinational companies face challenging competition in emerging markets, as these economies already boast aggressive local players that have captured a significant portion of spending. Further complicating matters is the fact that the multinationals' business models are based on practices established in the markets of the developed world, where the game is won slowly by finding cost savings and making product improvements that capture single percentage points of market share over time. While there are multiple approaches to capturing emerging-market consumers, the two critical factors are speed and scale.</description><identifier>ISSN: 0047-5394</identifier><language>eng</language><publisher>New York: McKinsey & Company, Inc</publisher><subject>Competition ; Emerging markets ; Market penetration ; Middle class ; Multinational corporations</subject><ispartof>The McKinsey quarterly, 2010-07 (3), p.12</ispartof><rights>Copyright McKinsey & Company, Inc. 2010</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>776,780</link.rule.ids></links><search><creatorcontrib>Court, David</creatorcontrib><creatorcontrib>Narasimhan, Laxman</creatorcontrib><title>Capturing the world's emerging middle class</title><title>The McKinsey quarterly</title><description>The rapidly growing ranks of middle-class consumers span a dozen emerging nations, not just the fast-growing BRIC countries, and include almost two billion people, spending a total of $6.9 trillion annually. The authors' research suggests that this figure will rise to $20 trillion during the next decade -- about twice the current consumption in the US. Despite having strong global brands, multinational companies face challenging competition in emerging markets, as these economies already boast aggressive local players that have captured a significant portion of spending. Further complicating matters is the fact that the multinationals' business models are based on practices established in the markets of the developed world, where the game is won slowly by finding cost savings and making product improvements that capture single percentage points of market share over time. While there are multiple approaches to capturing emerging-market consumers, the two critical factors are speed and scale.</description><subject>Competition</subject><subject>Emerging markets</subject><subject>Market penetration</subject><subject>Middle class</subject><subject>Multinational corporations</subject><issn>0047-5394</issn><fulltext>true</fulltext><rsrctype>magazinearticle</rsrctype><creationdate>2010</creationdate><recordtype>magazinearticle</recordtype><sourceid/><recordid>eNotjbFqwzAUADW0EDftP5guGYpBzpNkaSwmbQqGLNmDpPfkODi2K9n095vSTAc33D2wjHNRFRKMWLGnlC6cl6Ckydhbbad5id3Q5vOZ8p8x9rhJOV0ptn_y2iH2lPvepvTMHoPtE73cuWbHj92x3hfN4fOrfm-KyVRzocEDBnBa2xBAIHmpwJUGbSUkIA_aGQ3CW-NIaafQK2sDycBLgUERrNnrf3aK4_dCaT5dxiUOt-PpVhAKKrWFX6KBPXA</recordid><startdate>20100701</startdate><enddate>20100701</enddate><creator>Court, David</creator><creator>Narasimhan, Laxman</creator><general>McKinsey & Company, Inc</general><scope/></search><sort><creationdate>20100701</creationdate><title>Capturing the world's emerging middle class</title><author>Court, David ; Narasimhan, Laxman</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-p97t-83c3df3b88aff34dec563b19da7453d0f8b9834ca9be68b6dc6aafe5f014df6e3</frbrgroupid><rsrctype>magazinearticle</rsrctype><prefilter>magazinearticle</prefilter><language>eng</language><creationdate>2010</creationdate><topic>Competition</topic><topic>Emerging markets</topic><topic>Market penetration</topic><topic>Middle class</topic><topic>Multinational corporations</topic><toplevel>online_resources</toplevel><creatorcontrib>Court, David</creatorcontrib><creatorcontrib>Narasimhan, Laxman</creatorcontrib><jtitle>The McKinsey quarterly</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Court, David</au><au>Narasimhan, Laxman</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Capturing the world's emerging middle class</atitle><jtitle>The McKinsey quarterly</jtitle><date>2010-07-01</date><risdate>2010</risdate><issue>3</issue><spage>12</spage><pages>12-</pages><issn>0047-5394</issn><abstract>The rapidly growing ranks of middle-class consumers span a dozen emerging nations, not just the fast-growing BRIC countries, and include almost two billion people, spending a total of $6.9 trillion annually. The authors' research suggests that this figure will rise to $20 trillion during the next decade -- about twice the current consumption in the US. Despite having strong global brands, multinational companies face challenging competition in emerging markets, as these economies already boast aggressive local players that have captured a significant portion of spending. Further complicating matters is the fact that the multinationals' business models are based on practices established in the markets of the developed world, where the game is won slowly by finding cost savings and making product improvements that capture single percentage points of market share over time. While there are multiple approaches to capturing emerging-market consumers, the two critical factors are speed and scale.</abstract><cop>New York</cop><pub>McKinsey & Company, Inc</pub></addata></record> |
fulltext | fulltext |
identifier | ISSN: 0047-5394 |
ispartof | The McKinsey quarterly, 2010-07 (3), p.12 |
issn | 0047-5394 |
language | eng |
recordid | cdi_proquest_journals_745463762 |
source | EBSCOhost Business Source Complete |
subjects | Competition Emerging markets Market penetration Middle class Multinational corporations |
title | Capturing the world's emerging middle class |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-22T14%3A11%3A43IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Capturing%20the%20world's%20emerging%20middle%20class&rft.jtitle=The%20McKinsey%20quarterly&rft.au=Court,%20David&rft.date=2010-07-01&rft.issue=3&rft.spage=12&rft.pages=12-&rft.issn=0047-5394&rft_id=info:doi/&rft_dat=%3Cproquest%3E2114663301%3C/proquest%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=745463762&rft_id=info:pmid/&rfr_iscdi=true |