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WINNING IN EMERGING MARKETS: STRATEGIC ROAD MAPS

AREA: STRATEGIC MANAGEMENT ELECTIVE I.M.B.A. SESSIONS: 15

PROFESSOR: ENRIQUE CORTÉS ALONSO

E-mail: ECortes@faculty.ie.edu

Currently professor Cortés is researching the best up to date international management practices while

developing teaching materials and designing new courses about a new holistic and practical business

concept that he coins: “Re-Sound Management”. In this concept “Re” stands for Revolutionary and “Sound”

stands for Good Quality and Robust. This research includes the better understanding of the Chinese

Business Environment as a key contemporary issue. Particularly “Re-Sound” Management includes:

International Business and Strategy in Developed Markets, The Globalization of Chinese Companies;

Winning Strategies in Emergent Markets, Strategic Marketing in/to/from Emerging Markets; Revolutionary

Strategies and Boosting Profits Through Speed, Entrepreneurial Corporate Learning and Corporate Build-

up. This approach includes the development and real application in everyday life of, in his opinion, the Two

“Must” Capabilities, Leading as well as Implementing Change and Innovation, as the only way to create

value in radical new ways.

He´s convinced that strategy and entrepreneurship are the tools that are changing the world and thinks that

it is very rewarding “being in the business of making this world a little bit better every day”. He pays special

interest to the human factor as a means to create and keep new knowledge in any company. Strategic issues

in large corporations “beyond the conventional” are very important to him, not only about the analysis and

design but also the implementation of the proper strategy.

He also develops extensive research about the impact of Education in Entrepreneurship at a postgraduate

level in the entrepreneurial self-efficacy, entrepreneurial intentions and the development of social capital. In

addition he explores the interrelations among strategic management, leadership, innovation and

entrepreneurship.

Professor Cortés has worked for Barclays Bank and for Elosua Group but he has always thought himself to

be an entrepreneur having created and operated several companies in the construction, luxury, retail and

quality control industry. He is familiar with the financial sector and its relationships with large and small

companies. He´s an active selective investor in high potential projects and is advisor to a wide range of

entrepreneurs and executives. His international experience takes place mainly in the UK and US. While at

Harvard and Edinburgh he participated in the development of several projects in industries such as

telecommunications and leisure. He has advised several companies in the US regarding strengthening their

competitive advantage.

Teaching has always been his passion. “Trying to make students think beyond their comfort zone,

challenging them to the new and unexpected, using theory in practice to make things happen, is one of the

most rewarding experiences”.

He´ s member of the Massachuttses Institute of Technology Enterprise Forum, the Harvard Extension

Business Society, the Academy of Management and the Strategic Management Society. He has been

a Doctoral Researcher at the Centre for Entrepreneurship Research of the Business School of the

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University of Edinburgh and has participated in several events, discussion groups and conferences at

Babson College, the Humanities Centre at Harvard, the JF Kennedy School of Government and the

Centre for Entrepreneurial Learning of the University of Durham.

Academic Background

Ph. D in Business Administration. Universidad Complutense. Madrid.

International Academic Program. “Management Research Trends: Rethinking the MBA”. Harvard University-

RCC. Boston (2014).

Program on Management Research. Harvard University-Real Colegio Complutense. Boston (2012 and

2011)

Program on “Intelligent Organizations: Collaboration and the Future of Work”. Sloan Business School. MIT.

Boston (2011)

Program on “Strategic Intuition: The Key to Creative Innovation”. Columbia University Business School. New

York (2011)

Graduate Courses in Strategic Management, Entrepreneurship & New Ventures and Marketing

Management. Harvard University. Cambridge. Massachuttses (2010)

Program on “The Coaching Organization”. Babson College. Boston. 2009.

Programa de Desarrollo Directivo (PDD). IESE. Madrid (1998)

Accelerated Development Program (ADP). London Business School. London (1997)

Diploma with Distinction in Business Administration. The London College of International Business Studies.

London (1996)

Master in Marketing. Instituto de Empresa Business School. Madrid (1993)

Master in Business Administration. Instituto de Empresa Business School. Madrid (1986)

Diploma in International Strategy. London Business School. London (1986)

Bachelors Degree in Law. ICADE. Universidad Pontificia de Comillas. Madrid (1984)

Diploma in Law Advise. ICADE. Universidad Pontificia de Comillas. Madrid (1984)

Teaching, Working and Research Experience

Professor of Entrepreneurial Management, Instituto de Empresa. Present.

Professor of Strategic Management. Instituto de Empresa. Present.

Visiting Professor. International Business and Strategy. Northeastern University. Boston. USA (2014)

Presidential Visiting Professor. Social Entrepreneurship. Wheelock College. Boston. USA (2014)

Visiting Professor. Leadership and Policy. Wheelock College. Boston. USA (2013)

Visiting Professor. Entrepreneurship. Insper Instituto de Ensino e Pesquisa. Sao Paulo. Brazil (2012)

Visiting Professor. Centre for Entrepreneurship Research. Edinburgh Business School. UK (2010)

His experience as professor has been developed at the Executive MBA, EMBA+, Executive MBA Blended,

International EMBA, IMBA, Masters of Law, In Company Programs and Executive Education Open Programs

such as Real Estate Management Program, Communication Management Program and Luxury Industry

Management Program. He also teaches at the Master in Corporate Communication, Executive master in

Corporate Communication and the Master in International Relations.

He has been a Fellow Speaker at the Academic Series at Harvard University-RCC. Boston. USA (2012)

He has led and coached the development of more than 150 Business Plans in various sectors and countries

such as Spain, UK and US.

Managing Partner. Copley-Advisors. 2006-Present

He has been a serial entrepreneur, promoter, general manager and advisor in several companies of different

sectors. 1987-2006

Product Manager. Grupo Elosúa. 1987.

Deputy to the Commercial Manager. Barclays Bank. 1985.

INTRODUCTORY COMMENTS AND OBJECTIVE

There has been a rapid development of Emerging Markets, not only the BRICs (Brazil, Russia,

India and China), but also many others around the world like Turkey, Mexico, Chile, Colombia,

Argentina, Peru, several countries in Africa, the Middle East and South East Asia. An

unprecedented global “flattening” and intense domestic competition have created the perfect

opportunity for Emerging Market Multinationals to go global. How are these companies effectively

developing the organizational capabilities required to establish themselves on the world stage?

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Tackling this important issue we will soon discover that things will never be the same again in the

international business arena. We’ll approach Emerging Market Corporations from an insider’s and

outsider’s point of view.

Drawing from practical studies developed by International Consulting Firms long established in

those countries as well as cutting edge research conducted at Harvard University, Columbia

University, MIT Sloan Business School, Northeastern University, China-Europe International

Business School (CEIBS) and the Indian Institute of Management of Bangalore, the course will

study these issues by utilizing:

Up to date documents, examples and cases about Top Companies, both domestic and

international:

1) Brazil: Odebrecht Group, Embraer, Gerdan Group, AmBer, Caboclo, Banco Postal,

Brandesco, WEG, Monsanto, Cosan, etc.

2) Russia: MTS, Megafon, Sitronics, Kaspersky Lab, ABBYY, Sistema, Metro Cash and

Carry, McDonnald Russia, etc.

3) India: Fortis Healthcare, Bharti Airtel, Suzlon, Tata, Blue River Capital, L’Oreal India,

GE Healthcare, Wipro Technologies, ICICI Bank, Piramal India Limited, etc.

4) China: Cheung Yan, China Mobile, HNA Group, Yum China, MediaTek, Xián

International University, Haier, Huawei, Lenovo, ITC, Mercedes, Li Fung, General

Motors China, Microsoft China, Tencent, BYD, Delixi Group, Sci Phone, Wanhua

Polyurethane, TCL, Wal-Mart, etc.

5) Israel: Teva Pharmaceutical

6) Philippines: Ayala

7) Hong Kong: Jardine Matheson

8) Kuwait: Zain

9) Argentina: Deremate.com, TetraPak

10) Germany: Metro Cash and Carry

11) Chile: Home Depot

12) Mexico: Home Depot

13) Turkey: Dogus Group

14) Nigeria: Dangote Group

15) Japan: Sony

16) Korea: Samsung

17) Egypt: Cemex

We will also cover operations of those corporations not only in those countries but as well

as in Belgium, Bangladesh, Thailand, Vietnam, Singapore, Denmark, Colombia, UK,

South Africa, Czech Republic, Slovack, Greece, Armenia, Ukraine, Kazahstan,

Uzbekistan, etc.

We will cover a wide variety of sectors and industries: telecommunications,

manufacturing, construction, banking, insurance, distribution, hospitality, chemical,

aeronautics, education, etc.

This course aims to provide students with a constructive, enlightening and practical framework as

well as practical tools and skills for implementing effective strategies when trying to:

Produce (products or services) in Emerging Markets to sell abroad

Sell in Emerging Markets from Developed Markets

Produce in Developing Markets to sell in Developing Markets.

There are many lessons for the present and future that can be drown from this analysis.

It is no longer true that, in order to understand the World of Management as a whole and the

International Economy in particular, it is only necessary to study American or European

Companies or Strategies. There are different and new practices and management ideas that have

been developed and implemented in Developing Markets better than any other place.

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Take, for example, China or India. China is already the second largest economy of the world and

continues developing itself in both the internal and external environment, as well as India does.

Given their large populations and the increasing buying power of the Chinese and Indian

consumers they will become (already are) a really strong market for any European, American or

International company.

Many new ideas and trends will originate from Developing Markets. It will become almost

impossible in the future to develop products and brands without seriously taking into account what

is happening in Beijing, Delhi, Bangalore, Sao Paulo, Moscow, Singapore, Tokyo, Shanghai,

Buenos Aires, Mexico DF, etc. Understanding how consumers think and behave there is crucial.

From the cases and examples of the course we’ll obtain enlightening insights which will be

applicable from a strategic point of view to approach real business issues such as: distribution,

branding, retailing, resource allocation, pricing and so on. We’ll also see practical effective

solutions and ideas for companies planning to explore their opportunities in these markets. It will

also be helpful for well-established brands in those countries facing the challenges of maintaining

and increasing their market share.

This is an essential course for any manager wishing to break out of Emerging Markets and

building a global business.

PROPOSSED LEARNING OUTCOMES

By showing students (using interactive and practical sessions) how to analyze issues in these

markets and thinking in a systematic way, this course will give strategic insights to managers

interested in Emerging Markets in order to master their understanding of the current

developments of Aspiring Global Corporations as well as how Multinationals from Developed

Markets should behave. Particularly:

Understand key characteristics of Emerging Market’s Economic Development

Discuss how firms from those countries have emerged to become global competitors

Learn the strategies that contributed to their emergence

Discover what multinational corporations can do to respond to strategic challenges

Understand how cross-border cooperation and competition among global corporations

and Emerging Market firms have become more important in many industries

Learn how collaborative relationships with competitors are developed, maintained and

fostered

Understand the mechanisms to engage in collaboration while protecting competitive

advantages

Discover the competitive advantages of Emerging Market companies compared with

those of global competitors

Identify the unique strategies Emerging Market corporations are implementing

Gain understanding of modern Emerging Markets growth in comparison with the US and

Europe

Analyze and discuss questions of the future direction of Emerging Markets and their

impact on future business decisions. This will play an important role in strategic and

marketing planning for a majority of companies.

Understand the intricacies and idiosyncratic characteristics of Emerging Markets, their

societies and their governments.

Increase knowledge about consumer businesses that are thriving today

Improve awareness of consumer businesses that are likely to grow soon

Study different sectors and recognize the practices that Emerging Market corporations

are developing

Develop a thorough understanding about the consequences, ramifications and

repercussions to any company from a strategic perspective of the burgeoning Developing

Markets landscape.

PROGRAM

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Session 1 Burning Passion, Surging Forward and The Collective Ambition of

Emerging Markets Corporations. Strategic Leaders in Emerging Markets.

Case: Cheung Yan: China´s Paper Queen (HBS-HKU799)

Session 2 Identifying Institutional Voids: Competitive Advantages in Emerging

Markets. The Role of Institutional Context. Strategic Expansion and Public

Relations: An approach to Germany, Russia, India, China.

Case: Metro Cash and Carry (HBS-707505)

Session 3 Identifying Institutional Voids: Macroeconomic and General Perspective.

Analyzing Corruption, Weak Rule of Law and Misgovernance.

Case: Hermitage Russian Quandary A (HBS-711-054)

Session 4 Identifying Institutional Voids: Law and the Life Cycle of a Business.

Political Risk and Strategy. Service Provider Agreements. Diplomatic

Solutions and arbitration. Geopolitical Changes in Latin America.

Case: Petrobras in Ecuador A (HBS-309-107)

Supplement: End of Corporate Imperialism (HBS-R0308G)

Session 5 Exploiting Institutional Voids. Evolving Structure of Emerging Market

Industries. The Intricacies of a Giant Corporation.

Case: China Mobile´s Rural Communications Strategy (HBS 9-309-034)

Session 6 Exploiting Institutional Voids. Creation, Early Growth and Expansion into

Multiple Market Segments. Positioning and Suatainability of Competitive

Advantage in Emerging Markets. The Role of Corporate Culture in

Emerging Markets.

Case: Ctrip: Scientifically Managing Travel Services (HBS-312-092)

Supplement: Exploiting Institutional Voids as Business Opportunities:

How to gain Competitive Advantage in Emerging Markets (HBS-5906BC)

Session 7 Multinationals from the Developed World. Strategy Formation and

Implementation to Compete in Developing Markets: Global

Leverage/Local Relevance.

Case: Wal-Mart in China (HBS-HKU-984)

Supplement: Multinationals in Emerging Markets: Making the Right

Strategic Choices in the Face of Insufficient Institutional Support (HBS-

5907BC)

Session 8 Multinationals from the Developed World. Understanding Business

Environment in Emerging Markets: Particular Characteristics of Industry

Analysis in Emerging Markets.

Case: McDonald´s: Is China Lovin´It? (HBS-HKU-802)

Supplement: Strategies that Fit Emerging Markets (HBS-R0506C)

Session 9 Multinationals from the Developed World. Challenges of Introducing New

Technology in Uncertain Legal and Consumer Environments. Particular

Issues to Tackle in Emerging Countries.

Case: Monsanto: Realizing Biotech Value in Brazil (HBS-507-018)

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Session 10 Multinationals from the Developed World. Building a Successful

Company in Emerging Markets: Market Potential and Future Challenges.

Case: Yum! China (HBS-9-511-040)

Session 11 Emerging Giants from Fast Growing Emerging Markets. Strategic Choices

and Challenges of Emerging Market Companies: Think Before You Jump.

Case: HNA Group: Moving Air Transport Industry in a New Direction (HBS-

9-309-029)

Supplement: Emerging Giants: Competing at Home-Hoe emerging

Market-Based Companies Can Build Competitive Advantage at Home

(HBS-5911C)

Session 12 Emerging Giants from Fast Growing Emerging Markets. Strategic Growth

in Emerging Markets: Challenges and Opportunities

Case: Xi´an International University: The Growth of a Private University

(HBS-5-310-109)

Session 13 Reaching the Base of the Pyramid. The Value System and the Expansion

of the Firm. Building Trust for Growth. The Business Model as a

Mechanism for Growth. Emerging Markets and Growth.

Case: Jain Irrigations Systems Limited: Inclusive Growth for India´s

Farmers (HBS-9-912-403)

Supplement: Segmenting the Base of the Pyramid (HBS-R1106J)

Session 14 Globalization of Emerging Giants. Roads to Globalization for Emerging

Markets Corporations.

Case: Haier in India: Building Presence in a Mass Market Beyond China

(HBS-HKU978)

Case: CEMEX: Rewarding Egyptian Retailers (BBS-9-106-065)

Supplement: Emerging Giants: Going Global. How Emerging Market-

Based Companies can Overcome Barriers to Competing Abroad (HBS-

5912BC)

Supplement: Emerging Giants: Building World Class Companies in

Developing Countries (HBS-R0610C)

Session 15 What the New Emerging Markets Mean for the Rest of the World. Strategic

Insights of New Management Practices. Is the End of Competitive

Advantage Here?

Final Thoughts and Conclusions.

METHODOLOGY

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Generally some previous preparation for the classes is required. Our hand-on methodology will

demand proactive participation during sessions. Work preparation for the classes will be assigned

with time in advance.

Every group will develop particular presentations. The aim is to put in practice all new knowledge

and skills about Developing Markets. Students will try to analyze the implications (present and

future) for particular companies we’ll see during the course. Results will be shared and all students

will benefit from each other’s insights. We really do believe in learning “for” and not “about”. We

will have many opportunities for discussing this process with the professor.

Each group, taking the seat of the CEO, will elaborate a presentations (12-15 slides long) about

the company´s situation, challenges, alternatives and the possible impact (cultural, managerial,

threats, opportunities, challenges, learning…) of Emerging Market Corporations. A particular point

to develop could be what can be learnt from Management Practices in Emerging Markets and

their Economic Environment. Students will have to use all the contents we see in the area.

COURSE LEARNING PHILOSOPHY

“Knowing is not enough; we must apply.

Willing is not enough; we must do”

Johan Wolfgang von Goethe

The course encompasses decision-making skills, analytical abilities, concepts, knowledge and

communication skills. This course is designed to help you develop these skills and capabilities,

and specifically, the skill to develop effective solutions based on analysis and reasoning.

We will treat our class sessions as business meetings. As such, attendance, punctuality,

preparedness and meaningful contributions are required. Be fully prepared for each class session

and demonstrate professionalism and commitment.

“He that has sense knows that learning is not knowledge,

But the art of using it”

Richard Steel

Group discussions to prepare case studies are vehicles for developing diagnostic skills and for

applying concepts and frameworks introduced in readings and conceptual discussions. This

learning process comes in two ways:

1.- Pre-class (pre-group reunion) preparation: the ability to diagnose problems and issues, to

select and apply appropriate forms of analysis (quantitative, logic, experience, conceptual…) and

to make decisions about solutions. Each student should make a decision about what should be

done before coming to class or group reunions and be able to document and present that solution

on the basis of analysis.

2.- Realizing that other people do not always diagnose, analyze and solve problems the way you

do is key. Understanding other´s positions, learning from them and analysing them with your own

ideas is a critical part of the learning experience. To do so, you must listen to each other as well

as talk in class. Only when you have tried to defend your position can you fully understand its

strengths and weaknesses. There is not a single right answer for a situation, just like in real life.

Analysis is more than noting and summarizing case facts. The facts must be noted, but then

reasoning must be applied to determine how these facts relate to each other and, most

importantly, how these facts point to the underlying causes of the situation.

You are expected to be fully prepared for class by having thoughtfully read the assignments and

answered the assigned discussion questions. Analysis and discussion provide an effective means

of developing attitudes and necessary skills to become an affective manager. There are no right

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or wrong answers but there are good and bad analysis!. What is important is the process of

arriving at your own conclusions and recommendations by gathering evidence and applying

careful and logical thinking.

Try to take a proactive stance when you read the conceptual articles and notes. How does the

reading relate to prior articles? How does it relate to any previous situations? How does the

content relate to your own personal experience? You should be eager and willing to share your

points of view with your class mates and peers. Please, be prepared to “go with the flow” of the

discussions.

Please, note that your in-class contributions are very important because we will be learning from

one another. My role is not to impart wisdom but to facilitate your learning from each other.

Arriving at a consensus is not the goal of class discussions, to the contrary, comments that identify

the pros and cons of alternative decisions and generate a healthy debate are strongly

encouraged.

While vigorous, lively debates are the goal, arguments should always be kept at a professional

level. Whoever has the floor should have the full attention of the class.

PREPARATION OF THE CLASSES To be effective requires you to prepare yourself before and participate fully in class. Class

participation heightens knowledge absorption and provides valuable opportunities to exercise a

new bold way of thinking and decision-making.

An important aspect of the course will be your ability to be open to feedback from classmates,

teammates, potential business partners, advisors, professors and whomever else you choose to

deal with on your enlightening journey.

There are only a few “right” answers in this process, so we will engage in and provide insights

rather than immutable concepts. The materials and activities of this course will provide you with:

An understanding of the process high impact managers go through to formulate and start high performance new ventures or corporate venturing projects

Master the ability to recognize and deal with the challenges they must overcome

A point of view that will aid you to search out, identify and capture these opportunities

An understanding of your own motivations and capabilities to develop the skills of a high impact entrepreneurial manager

I recommend that you and your team mates get fully involved with each other. The analysis of the

different situations you will go through can best be carried out in groups where differences in

opinions, backgrounds, education and experiences can be combined to focus on the challenges

being addressed.

Individuals that can effectively communicate their ideas will have an advantage over those who

cannot. Strong written and oral skills facilitate success in the business world. Special attention

will be kept to the quality of the debates and oral presentations.

Regarding class participation, our goal will be to create discussions around interesting, relevant

and creative comments that stimulate each other´s mind. Let´s strive for clear and direct writing.

Clear writing reflects clear thinking. Quality is more important than quantity. Please, get out of

your comfort zone, stretch yourself…and be creative.

Keep in mind that a high percentage of your final grade will be based on your performance (not

effort) of engaging in and contributing to the group and class discussions. If any group or person

is concerned about their performance, please talk to me any time you wish before it´s too late.

I´m here to helping you have the best possible academic experience.

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NOTE ON TEAM CONFLICTS Occasionally stress and conflicts develop within a group, just like real life business teams. I expect

you to work diligently to communicate openly with each other and to attempt to resolve your

problems independently (without my involvement). In extreme circumstances, I´m willing to try to

mediate if you feel I would be helpful. You will be expected to try to approach the conflict directly

with your team members.

GRADING SYSTEM Grading will be based in both, quality (depth, insightfulness, contribution to class learning) and

quantity (consistency, regularity). Although quality counts more, one cannot make quality

comments without some quantity. Those who do not participate are likely to do poorly in the

course.

You are expected to come fully prepared and ready to participate, otherwise, please do not bother

attending so we can avoid any potential embarrassment and waste of class time.

Grading class participations is necessarily a subjective exercise. However, high-quality comments

have one or all of the following characteristics: insightfulness, appropriate application of theory,

concepts and advancement of the discussion.

Some specific criteria for evaluating discussion contributions can be:

a) Does the student demonstrate an eagerness to participate? b) Do comments add

to our understanding of the situation? c) Is the student a good listener? d) Are the

points made relevant to the discussion? e) Is the student willing to interact with other

class members? f) Do comments demonstrate evidence of in-depth analysis of the

case? g) Is there a willingness to test new ideas, or are the comments “safe”? h) Do

comments show an understanding of concepts or analytical techniques properly

applied to the current situation? i) Is the student presenting ethical considerations

and insights j) Is the student presenting insightful quantitative analysis?

Your grading will be as follows:

40% Group Presentations (This percentage will be adjusted to the exact number of presentations developed. For instance, if a group develops 2 presentations, each one will be 20% of the grade).

40% Based on Individual Participation & Commitment shown throughout the course.

20% Final Project

PROFILE OF AN “A” STUDENT

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This is to give you an idea of an outstanding performer. In an interactive environment being a

successful student is multi-dimensional. Positive attitudes and behaviors are as important as

academic knowledge.

“You cannot teach a man anything.

You can only help him discover it within himself”

Galileo Galilei

Please, note that grading the performance of a course like this with a single letter is a complex

and difficult process. Class participation grades reflect in-class performance, therefore, they

reflect pre-class preparation and effort only implicitly. Massive preparation and effort without any

corresponding in-class contribution will not warrant a satisfactory grade.

The following profile is an attempt to illustrate why and how an outstanding performer earns an

“A”:

Preparation: They are ready to share ideas and insights concerning multiple facets of the situation. They are fully prepared for class. They have identified the central issues and concepts and examined qualitative and quantitative data thoroughly to support their arguments.

Attendance: They have virtually perfect, punctual attendance. Their commitment to the class resembles that of the instructor.

Enthusiasm: They go beyond the obvious and looking behind the facts. They exhibit interest in the class and in the subject. They share pertinent personal experiences and insights.

Talent: They have something special (exceptional intelligence, extraordinary creativity, organizational skills, diligence or a combination of them).

Retention: They connect past learning to the present (from previous cases, readings, previous courses or situations).

Attitude: They have a winning attitude. They have both the determination and the self-discipline for success. They show initiative and drive.

Results: They get consistently high grades on various performance measures (oral and written, qualitative and quantitative).

Management: They monitor their performance and are proactive in making necessary adjustments (allocating more time for preparation, meeting with the instructor, forming study groups…). They have clearly defined personal goals for the course and are committed to strategies to achieve them.

BIBLIOGRAPHY (all optional) I´ll deliver different materials before, during or after our sessions. Those materials are enough to perfectly follow the course. This bibliography supplied here is for those interested in reading original materials to gain deeper knowledge of the subjects.

“What is a Global Manager?”. Barlett & Ghoshal. Harvard Business Review, August, 2003.

“The Competitive Advantage of Emerging market ultinationals”. Williamson, Ramamurti, Fleury and Leme Fleury. Cambridge University Press. 2013.

“Winning in Emerging Markets. A Road Map for Strategy and Execution”. Khanna and Palepu. Harvard Business Press. 2010.

“New Power of Chinese Firms: Finding Commanders Overseas”. Chen Lingfen, Liu Tao & Wang Qi. China Entrepreneur, 11. 2005.

“The Globalization of Chinese Brands”. Fan, Y. Marketing Intelligence and Planning, 24 (4), 2006.

“Managing China’s Workforce”. Jeffrey Joerres. Wall Street Journal, February 12, 2007.

“The Globalization of Chinese Companies”. Yeun, Xin, Pfoertsch & Liu. Wiley, 2011.

“Developing Global Talent”” Jeffrey Rothfeder. Chief Executive, 215. 2006.

“Assessment of Chinese Companies: Competitiveness”. Qiu Gang, Liyan Xiu & Xioafei Sun. SERI Quarterly, 2 (3). 2009.

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“Luxury Brand Management: A World of Privilege”. Chevalier and Mazzalovo. John Willey and Sons (Asia). 2008.

“The End of Cheap China”. Shaun Rein. Wiley, 2012.

“Billions, Selling to the New Chinese Consumer”. Doctoroff. Palgrave McMillan, 2005.

“China Intellectual Property Challenges and Solutions”. John Willey & Sons, 2008.

“Luxury China”. Chevallier & Lu. Wiley, 2010.

“Lifestyle Report for Chinese Affluent Households”. China Economic Monitoring and Analysis Center, 2007.

“Think India”. Vinay Rai & William L. Simon. Plume. 2008.

“Billions of Entrepreneurs”. How China and India are Reshaping Their Futures & Yours. Tarun Hhana. Harvard Business Review Press. 2011.

“Outsourcing to India”. The Offshore Advantage. Mark Kobayashi-Hillary. Sprinter.2005.

“Imagining India”. The Idea of a Renewed Nation. Nandan Nilekani. Penguin. 2008.

“Surviving the War for Talent in Asia”. How Innovation can Help. Christina SS. Ooi. IBM Press. 2010.

“Three Billion New Capitalists”. Clyde Pestowitz. Basic Books. 2005.