Adapting Business Models for Emerging Markets

Increasingly companies are looking for their future growth in
emerging markets. Up to now the recommendation has been that only way
that companies can prosper in these markets is to cut costs relentlessly
and accept profit margins close to zero.

The companies that are cracking these markets realise that
opportunities in these markets don’t require companies to forgo profits,
but it is not simply transplanting their existing business model and
products into a new marketplace. This requires a new operational reality
to make it work.

The key realisation should be that things like transferring money
through cell phones, running hand-wash laundry services and improved
distribution of traditional produce is typical of innovation that drives
a new economy that requires a business unusual approach that makes
commerce work in emerging markets.

That may sound overly simplistic; given the difficulty Western
companies have had entering emerging markets to date. But we believe
they’ve struggled not because they can’t create viable offerings but
because they get their business models wrong.

Importing foreign business models.

Many multinationals simply import their domestic models into emerging
markets. Through reduced functionality and branding changes, lowering
prices and perhaps selling smaller sizes or by using lower-cost labour,
materials, or other resources – these companies believe that they can
take marginal profits and take market share. Sometimes they even design
and manufacture their products locally and hire local country managers.
The fundamental financial and operating models remain unchanged,
limiting these companies to selling largely in the highest income tiers,
which in most emerging markets aren’t big enough to generate sufficient
returns. What they do not realise is that these upper tiers are spoilt
for choice in most emerging markets where there is typically two
economies and while they inch away at market share in these markets that
typically represent at most 10% of the market, the remaining 90% does
not have access to these products.

Many companies have already been lured by the promise of profits from
selling low-end products and services in high volume to the very poor in
emerging markets. And high-end products and services are widely
available in these markets for the very few that can afford them: You
can buy a Mercedes or a washing machine, or stay at a nice hotel, almost
anywhere in the world. Our experience suggests a far more promising
place to begin: between these two extremes, in the vast middle market.
Consumers there are defined not so much by any particular income band as
by a common circumstance: Their needs are being met very poorly by
existing low-end solutions, because they cannot afford even the cheapest
of the high-end alternatives. Companies that devise new business models
and offerings to better meet those consumers’ needs affordably will
discover enormous opportunities for growth.

Supply chains

To supply products in new markets requires both the supply chain as
well as the customers. When you do not have the suppliers to can give
you the raw products, then it is very expensive as it needs to
transported or manufactured in that market. Many organisations move the
product to a new market without the supply chain being in place. This is
another key reason why local innovation is a key strategy.

Innovating for success

Leading scholars suggest that the best strategy in these markets is
to find an idea where there are people that need a service in line with
your core business, prototype and execute it. The aim is to build a new
business model and to make it work. If you want to link this in time to
your existing product range – this is great – but innovation requires
local relevance as much as it requires the bells and whistles.

Back to the business model

So to move into these markets requires a lot of situational awareness
and back to basics thinking. The very basic of any business model is to
answer how plan to make money.

Behind that question is a line-up of other questions:

• Who’s your target customer?

• What customer problem or challenge do you solve?

• What value do you deliver?

• How will you reach, acquire, and keep customers?

• How will you define and differentiate your offering?

• How will you generate revenue?

• What resourcing (HR, Finance, Operations) supports this
  model?

• What’s your cost structure?

• What’s your profit margin?

• How will your customers pay?

These fundamental business questions need to be rethought when
entering new markets.

Sophisticated business models can follow later and a lot of
innovation may go into making this work but it must be back to the
basics of the business model.

Understanding the basics of costs

For most large organisations the idea of fixed cost recovery and
variable cost is already in place due to economies of scale. For smaller
operations it is important to consider that start-up thinking is
required.

Expansion into a new market means that there is a growing fixed cost
base and also a variable cost to each new product that is produced, that
initially is very high and later becomes lower. The refine a localised
business model requires a clear understanding of this and to keep on
linking the price to the cost and quantity being sold.

Some definitions that may assist for those unfamiliar with this
include:

• Marginal cost is defined as (Fixed Cost + Variable Costs) /
  Number of products

• The marginal revenue is the additional revenue a firm gains by
  selling an additional unit of a good or service.

• Fixed costs: Your business will have plenty of costs — from
  renting an office and buying equipment to paying salaries and buying
  supplies. Some of these costs — office rental or salaries, for example —
  don’t change often and must be paid on a regular basis. These are fixed
  costs or overhead.

• Variable costs: Other costs, called variable costs, fluctuate
  with your sales volume. They include the materials that go into
  producing your product or service.

When marginal revenue is greater than the additional costs associated
with producing an additional unit, known as the marginal cost, revenues
will increase. Profit-maximizing firms seek to produce the quantity at
which marginal revenue is equal to marginal cost.

Your sales must also cover your fixed and variable costs as well as
your profit expectations and to know which is which. In start-up
situations fixed costs increase and variable costs goes up initially and
later decreases as production processes become more efficient.

On the ground, remote management or partnerships

When deciding to expand it is critical to decide if you are
committing to a market. Without commitment you are setting up to fail.
Emerging markets require commitment and a lot of initiatives fail
because people seek local partners, do not commit to get their own staff
and believe that they can manage the market the same as their domestic
market. It is critical to think through the skill sets required, the
people to do it, complex arrangements such as taxation, currency
transfers and supervision and to do this while accepting that your
business model will have to adapt to local conditions.

Conclusion

Most organisations are looking at to build their international
presence and a lot of companies are betting on the fact that growth will
come from the 5 billion people in emerging markets and the developing
world. This market requires careful study and deliberate strategy in
order to succeed. While there is money to be made – it requires an
innovation mind-set and not simply the transplanting of what you do at
home to a new place. If you are not thinking about your international
strategy yet – maybe it is time to consider it.

http://hbr.org/2011/01/new-business-models-in-emerging-markets/ar/1