Rough Diamonds: The Four Traits of Successful Breakout Firms in BRIC Countries
Discover the four traits of the best performing, but least known, breakout firms in BRIC countries
"Rough diamonds" are the best performing firms in the BRIC (Brazil-Russia-India-China) countries. These firms compare favorably with the top 500 firms and the top 25 manufacturing firms in their countries and comparable firms worldwide, exceeding them profit margins and return on assets over an extended time period. This book outlines who these firms are and explains their exemplary performance through the Four Cs for Sustaining High Performance: Capitalizing on late development; Creating Market Inclusive Niches; Crafting Operational Excellence; and Cultivating Profitable Growth.
- Offers a description of the four major traits that high performance companies in Brazil, Russia, India and China have in common
- Contains company profiles from BRIC countries that have proved to be successful
- Written Sam Park the president at Skolkovo-Ernst & Young for Emerging Market Studies and Chair Professor of Strategy at Moscow School of Management Skolkovo
This important resource outlines the four traits of the best performing, but least known, breakout firms in BRIC countries.
Rough diamonds adopt these fundamental marketing imperatives, of course, but their circumstances also require that they develop new marketing models in response to challenges that companies in developed markets rarely face. As we discussed in the preceding chapter, rough diamonds excel at identifying often-overlooked market changes and taking action on those opportunities through their relationships and technical expertise. The second of the Four Cs—creating inclusive market niches and
Note: Phase I status covered 2006 to 2011; phase II covered 2007 to 2011. Almost 37 percent of the companies that balanced high sales and profit growth in the first five-year phase were able to maintain that balance over time, and another 31 percent generated high profit even as sales growth decelerated. What we found for companies with high sales growth or high profit, but not both, was especially interesting. Of the initially sales-oriented firms, only 9.5 percent achieved profitability during
Italian trends. It created Arezzo to tap into everything chic for footwear. The combination of Arezzo's skills as a footwear manufacturer and retailer took the market by surprise and quickly built a mass following. The company eventually turned its focus to the high-end market and opened its first flagship store on Oscar Freire Street, an important national and international design district in São Paulo. Because the market for high-end footwear had gone largely neglected for so long, Arezzo
changes in, opportunity from; consolidating fragmented pockets of; creating and consolidating; and efficiency; new, anticipating; pent-up; and timing Demand perspective Demina, Raisa Vasilevna Developed markets: conventional marketing in Developing countries with emerging economies. See Emerging markets Developing markets: exporting to Development: context of, in emerging markets Diamond value, defining Differentiation advantages, deep, developing Disruptive technologies Diversification
Individual development, emphasis on Individual growth, commitment to Indonesia (Ch1) Industrial evolution Industrialization Industry attractiveness Industry developments, attention to Information gathering Infosys Tech Innovation: capabilities in, advanced; collaborative, nurturing; environmental; focus on; strategically managed Innovator's Dilemma, The (Christensen) Input variables Institutional environment: established, lack of; improved, and assessing sustainability Institutional