The 19 Economies You Should Be Looking at for Hypergrowth

Aldo Musacchio

Eric Werker

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">Idea in Brief</h4>
 <div class="ideainbrief-contents">
  <h5>The Challenge</h5>
  <p>Global players in search of double-digit growth are finding it in low-income, high-risk countries such as Myanmar, Mozambique, Vietnam, and Rwanda, where first movers can be handsomely rewarded.</p>
  <h5>Mapping the Opportunities</h5>
  <p>Compare a country’s industries along two dimensions: the degree to which profitability is determined by competition between firms rather than government influence, and whether the industry is focused on domestic sales or on exports.</p>
  <h5>Strategies for Success</h5>
  <p>Each of four industry categories is associated with a distinct strategy, ranging from the conventional (leverage existing capabilities, adapt to local tastes) to the unfamiliar (make yourself indispensable to powerful local players).</p>
 </div>
</article-ideainbrief><p>Global players in search of double-digit growth are running out of opportunities. Emerging-market giants such as Brazil, Russia, and China are experiencing an economic slowdown. They are increasingly expensive as a base for operations, and it’s harder to export to and import from these countries than it used to be.</p>

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<p>As international corporations search for new market opportunities, it can be challenging to determine the right fit. In this article, the authors offer a framework to help figure out which new markets to enter, and how to win in the spaces where they choose to compete. The first step is to assess the competitive environment of your industries along two dimensions: (1) the degree to which profitability is determined by competition between firms and not by government policies and actions and (2) whether the industry is focused primarily on domestic sales or on exports. Next, determine what type of industry your company falls into. Each industry category is associated with a distinct strategy, ranging from the conventional (leverage existing capabilities, adapt to local tastes) to the unfamiliar (make yourself indispensable to powerful local players). Armed with this framework, you will be prepared to prosper as you grow and expand into new markets.</p>
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Mapping Frontier Economies

As international corporations search for new market opportunities, it can be challenging to determine the right fit. In this article, the authors offer a framework to help figure out which new markets to enter, and how to win in the spaces where they choose to compete. The first step is to assess the competitive environment of your industries along two dimensions: (1) the degree to which profitability is determined by competition between firms and not by government policies and actions and (2) whether the industry is focused primarily on domestic sales or on exports. Next, determine what type of industry your company falls into. Each industry category is associated with a distinct strategy, ranging from the conventional (leverage existing capabilities, adapt to local tastes) to the unfamiliar (make yourself indispensable to powerful local players). Armed with this framework, you will be prepared to prosper as you grow and expand into new markets.  

Mapping Frontier Economies

Summary.

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