Pacek Nenad. - The Future of Business in Emerging Markets

The path to success in the emerging markets Wonderland is full of myths and legends. Nenad Pacek gives a truly insightful, practical and colorful perspective of the rabbit hole. This will be the road book for many international executives!

A must read book for executives who want to know what it takes to outperform competitors on a sustainable basis in emerging markets. The insights are highly valuable.

Nenad shares his wealth of experience in emerging markets in a concise and digestible manner for the busy executive. He has collected not only his own experiences, but draws on the best practice from the numerous companies with which he consults. This book is a must read for anyone trying to make sense of business and economics in todays dynamic and turbulent markets.

As always, Nenad is stimulating and challenging. Are we up to the challenge?

This is a great read for anyone concerned with future business growth. The recommended concepts are to the point, practical in nature and therefore easy to apply in a real market and organizational context. Nenads advice is built on solid foundations of thorough analysis of fundamental business drivers and consulting work with a large number of multinational companies.

A must read for Global Business Leaders... Nenad Pacek brilliantly combines the understanding of global macro trends, with real life business knowledge. This is what makes his work so valuable.

Nenad Paceks extraordinary new book will serve as both a tremendous resource and insightful guide in the coming decade for business leaders at all levels who want to build and sustain their business in the emerging markets. A must read!

Copyright 2012 Nenad Pacek

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A CIP record for this book is available from the British Library

eISBN 978-981-4398-84-8

Cover design by Cover Kitchen

Printed and bound in the United Kingdom by CPI Mackays

THIS BOOK IS ABOUT TWO THINGS. First, it focuses on what companies must do today in order to be successful in emerging markets in the future. Second, it helps executives understand outlooks for various parts of the world. In its predominant business part, it focuses only on those things that I concluded were the most relevant after talking to countless executives and observing many firms over the last few years. This is not an international business textbook. It is a more advanced text, focusing only on critical success factors for the future. It has been written for those who wish to accelerate sales growth in emerging markets in a sustainable way and for those who wish to build strong market positions. This is not a scientific work and does not pretend to be, although it does use some good practices for writing qualitative scientific papers before I labeled something a trend, there needed to be a critical mass of corporate opinion and/or actions underpinning it. The book is mostly about business practice, although in the first and last chapters I also put my international economist hat on to explain economic megatrends and medium-term strategic economic outlooks for key regions and countries.

This book has been written for executives at global, regional and country management level of sizeable international companies (and those that wish to become more international), but it will also be hugely beneficial for those executives who run international business for medium-sized firms who see stronger international business as a way to survive. One section of the book specifically addresses several key issues for medium-sized firms.

These opening words were the last I wrote for this book. I wrote the preface on a flight from Dubai to Vienna, my home base for over 20 years, considering why it took me over two years to write this relatively concise book.

The first reason for taking so long to complete the book is that I wanted to talk to, and observe, many senior regional and global executives operating in different sectors and find out how their strategies for international markets were changing, or in which direction they wanted them to change, in order to ensure lasting success in emerging markets. I was adamant that the core of the book had to be about corporate practice by people who have seen it all and whose livelihoods depend on finding sales growth in emerging markets. And I wanted enough executives to confirm certain trends that I had encountered during numerous advisory sessions. In other words, there had to be a critical mass of opinion or action before something became a visible trend.

Secondly, I wanted to use the input from in-house strategic planning corporate sessions, where I so often speak, advise and listen to multinationals as they plan for the future. Inputs from such in-house and client group sessions of the CEEMEA Business Group added another dimension to the individual views of executives.

Third, I wanted to have time to internalize what Id heard and let various trends sit in my mind for some time so that I could start adding personal dimensions and opinions as well as group the trends when they were ready to be put on paper. In other words, this book was being written even when I was not actually writing it. I wanted also to see how some of the new trends gelled with past lessons learned, which I described in my book,