Anna, quite agree with you. When expanding the products to developing countries, companies may need to go through the whole cycle again to identify, package, price the product specifically for the developing markets. This is a real challenge.
Rich, you are very much true. From early 2000 onwards we all are hearing about future growth of Chine’s and India economy. Some of the famous economist also predicted about this economic growth during early 90’s and these countries marketed it in a big way. That was one of the reason many of the big brands and MNC’s shifted their base either to China or India.
I think the latest IMF prediction report also motivate companies to start their own development centers in these countries. Since everybody wants to grab the advantage of this economic growth, this will end up in winding up or cut down some of their other centers.
The Automotive industry has well understood what is required to push their products in the developing economy. Most of the Europian car companies have suitably come out with compact car models which sale the most in developing economy while they also have their luxury models to cater to the select class in these developing countries. Even Mercedez which is known for its most luxurious and costly cars has decided to introduce a compact car for the middle class in India , to push numbers.
I know what you are talking about Prabhakar, buying back old appliance attract more attention than otherwise. But i did not know what these companies used to do with them. Now i know that they repaire them and resell them. Even if they do not sell them, i think the profit margin should be more than enough to take care of any risky scenario. Having a Diwali sale when the prices can be upto 20% lower is as good as buying back option for companies.
I think Anna has a valid point. The electronics industry will need to shell out some money to modify and market their products in the developing countries. Does it make sense in this risky ecomonic scenario is what Bolaji tried to analyze in his article. If i read into the statement that companies should prepare themselves for all risk scenarios then it does make sense to spend some more money and try to neutralize the risk.
One of the key sale strategies that has become very successful in the developing economy like India is a buy back of the customers old gadgets. Most of the white goods companies in India have successfully adopted thiis stratgey to push their products in the market. In india , you normally don't throw away your old appliance ( it may be your TV, washing machine or refrigerator) to buy a new one. You will continue using it even if it is outdated, partly malfunctioning , as long as it can be repaired and is doing the basic functionality. To lure these cutomers, the companies show their readyness to buy the customers old appliance. The buy back price is attractive enough ( much more than what the customer would get if the applinace is sold to the scrap dealer). These old appliance are sold by the company in the rural markets after minor repairs. So this becomes a win-win situation for the customer as well as the company
I agree with the conclusion of the article and comments made so far.
However, if the electronics industry is to advance their business transactions in the developing economies, there might be a need to rebrand the product in order to suit the needs of the developing economy. Of course, this might involve additional costs to the industry. Now is the electronics industry prepared to take such risk particularly in the present global economic crisis?
I think if electronic companies need to target the developing countries, they will have to change the product designs and marketing strategy. It would be a completely new experience for them and a lot of revamping would be required. However, the critical question for them would be to decide if incurring all the additional costs in bringing about the change would be justified with the additional revenue.
Bolaji, you started the article with problems that both developed and developing nations are facing during these times. I do agree with most of them as developed nations are facing slow growth while developing nations are facing problem of high growth related problems such as inflation. In conclusion, you point out that the electronics companies should ramp up sale to developing economies but did not say how? Should they change their product strategy and marketing to suit the needs of developing economies? Also isn't it too much defensive strategy and waste of resources to be prepared for all possible scenarios?
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.