This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Emerging Market Intelligence) is a 28-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
Market Intelligence refers to the discipline of gathering information relevant to an organization's market, which includes market trends, competitive analysis monitoring, customer analysis. It allows management to make informed, strategic decisions around the allocation and implementation of resources and processes.
For developed markets, the function of Market Intelligence is mature practice, where data can be reliably obtained. However, this is not the case for emerging markets, where there are difficult, unique challenges that must be overcome for quality intelligence. We discuss 3 of the most notable challenges in this presentation.
To obtain good, actionable Market Intelligence for emerging markets, we should follow a 3-prong approach along the areas of:
1. Treat and manage Market Intelligence for the emerging markets as a strategic asset.
2. Adopt a hybrid model where Market Intelligence becomes a shared responsibility of both corporate and the local office.
3. Utilize a wide range methods and data sources to acquire Market Intelligence.
This framework discusses each of these areas in depth, including case examples. By implementing these best practices discussed in this framework, we can minimize the risk of our investments failing in emerging markets.
This deck also includes slide templates for you to use in your own business presentations.
This presentation provides a comprehensive framework for fostering high-quality Market Intelligence in emerging markets. It delves into the strategic importance of treating Market Intelligence as a critical asset, emphasizing the necessity of continuous investment and local presence. The PPT outlines a hybrid management model, showcasing how shared responsibility between corporate and local offices can enhance the legitimacy and validation of intelligence. It also highlights the importance of utilizing diverse methods and sources, citing real-world examples from multinational companies. This deck is essential for executives looking to mitigate risks and capitalize on opportunities in emerging markets.
This PPT slide presents findings from research conducted by MIT Sloan involving 127 multinational executives, focusing on the quality and reliability of market intelligence in emerging markets. The data is organized into 2 main questions: the adequacy of market intelligence and its timeliness.
In the first section, the chart indicates that a significant portion of executives perceive their market intelligence as inadequate. Specifically, 6% classify it as largely inadequate, while 22% find it somewhat inadequate. Only 20% believe it is largely adequate, and a mere 6% consider it fully adequate. This suggests that over 70% of executives view their market intelligence as less than satisfactory, pointing to a critical gap in the quality of data being utilized for strategic decision-making.
The second section addresses the currency of market intelligence. Here, 50% of executives report that their market intelligence is rarely up-to-date, and 45% say it is sometimes current. Only 5% affirm that it is always timely. This raises concerns about the reliability of the data, as outdated information can lead to misguided strategies and poor business outcomes.
The concluding remark emphasizes a troubling trend: executives often feel they are making decisions without a solid foundation of trustworthy information. This lack of confidence in the legitimacy and usefulness of their market intelligence can significantly hinder effective decision-making processes. The insights presented in this slide highlight the urgent need for organizations to reassess their approach to market intelligence, ensuring it is treated as a strategic asset rather than an afterthought.
This PPT slide outlines a best practice for managing Market Intelligence within multinational organizations, advocating for a hybrid organizational model. This model emphasizes shared responsibility between corporate headquarters and local emerging market offices. The overview section highlights 2 prevalent models of Market Intelligence: one centralized at the corporate level and the other decentralized to local offices. Each model has its own advantages and disadvantages.
Centralization allows for the development of sophisticated tools and standardized processes, which can enhance the overall quality of Market Intelligence. However, this approach may lead to disconnects between corporate leadership and local market needs, particularly in developed markets where a uniform set of tools is used. On the other hand, decentralization empowers local offices to tailor their strategies and techniques to specific market conditions. Yet, this can create challenges for corporate managers who may lack familiarity with local sources and methods, potentially hindering swift decision-making.
The slide suggests that a hybrid model can mitigate these issues by combining the strengths of both approaches. It proposes that corporate and local offices work collaboratively, sharing decision rights and resources. This collaboration allows for a more nuanced understanding of emerging markets, as local insights can inform corporate strategies. The shared responsibility ensures that both entities are engaged in strategic decisions related to Market Intelligence, enhancing the overall effectiveness of the organization’s market strategies. This approach not only fosters better alignment, but also ensures that the intelligence gathered is comprehensive and relevant to both corporate and local needs.
This PPT slide outlines a best practice for acquiring market intelligence, emphasizing the necessity of employing a diverse array of methods and sources. It begins by highlighting the challenges posed by limited and unreliable information sources, particularly in emerging markets. This context sets the stage for the recommendation that a broader range of data sources is essential to obtain quality insights.
The overview section stresses that, due to the unreliability of single data sets, synthesizing information from multiple sources is often required. This approach not only enhances the robustness of the intelligence gathered, but also mitigates the risks associated with reliance on potentially biased or incomplete data.
In the details section, various sources of information are listed, including in-country partners, customer-facing employees, press, social media, and both internal and external market research. This variety underscores the importance of gathering insights from different perspectives to form a comprehensive view of the market.
Quantitative methods such as statistical analysis, data mining, and simulations are mentioned, alongside qualitative methods like scenario analysis and general discussions. This dual approach allows for a more nuanced understanding of market dynamics. The slide also notes that multiple methods are crucial for detecting changes in emerging markets, where traditional tracking tools may fall short.
Finally, it cautions that while primary data can be valuable, it may also be prone to biases. Therefore, an objective review of all collected data is critical. This comprehensive strategy for market intelligence is essential for informed decision-making in complex and evolving environments.
This PPT slide presents an overview of the challenges and strategies associated with acquiring Market Intelligence in emerging markets. It acknowledges the difficulties in obtaining reliable and actionable insights, emphasizing the need for a structured approach to navigate these issues effectively. The core message revolves around a three-prong strategy designed to enhance Market Intelligence capabilities.
The first point, labeled "Strategic Asset," highlights the importance of treating Market Intelligence as a vital resource. Organizations are encouraged to manage it with the same level of importance as other strategic assets, ensuring that it is integrated into decision-making processes. This perspective shifts the mindset from viewing Market Intelligence as a mere tool to recognizing its potential as a critical driver of business success.
The second point focuses on "Organizational Structure." It advocates for a hybrid model where the responsibility for Market Intelligence is shared between corporate and local offices. This approach fosters collaboration and ensures that insights are relevant and tailored to specific market conditions, thereby enhancing the effectiveness of intelligence gathering.
Lastly, the slide addresses the "Diversity of Methods & Sources." It suggests that organizations should employ a variety of methods and data sources to gather Market Intelligence. This diversity not only enriches the information collected, but also mitigates the risks associated with relying on a single source or method, which can lead to biased or incomplete insights.
By implementing these best practices, organizations can significantly reduce the risks associated with investments in emerging markets, ultimately leading to more informed and strategic decision-making.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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