Winning in emerging markets: 10 issues to address

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Winning in emerging markets: 10 issues to address

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For global brands, the next wave of growth is surging from emerging markets. There is an obvious opportunity for potential revenue by reaching billions of consumers in emerging markets. However,......

For global brands, the next wave of growth is surging from emerging markets. There is an obvious opportunity for potential revenue by reaching billions of consumers in emerging markets. However, brands need to understand the dynamics of these markets to grow sales and reach new consumers faster. Learn how you can enhance your distributors management system, retail execution, purchase order management system and upstream and downstream supply chain to win in emerging markets.

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  • 1. Winning In Emerging Markets 10 issues to address
  • 2. Reaching the next billion For global brands, the next wave of growth is surging from emerging markets. The opportunity is obvious: billions of consumers and billions of dollars in potential revenue. However, brands need to understand the dynamics of these markets to grow sales and reach new consumers faster. This e-book presents the top 10 issues that brands need to address to win in emerging markets.
  • 3. Do you have accurate and timely visibility into distributor demand? WHAT IF Sales, orders and inventory – this information is lifeblood for your brand. But your distributors probably don’t send the information on time, and it isn’t always accurate. The result: you are unable to forecast demand and better plan production which impacts your sales. you could better sense and fulfill demand by effortlessly exchanging information with distributors?
  • 4. Do you get to know your share of shelf too late? WHAT IF A three percent improvement in product availability at stores can directly boost sales by one percent. To make this happen, you need a clear view of product presence and placement on retail shelves. But getting this view may take a long time due to an audit cycle that requires your brand representatives to visit each retail store. The result: you can’t take corrective actions on time, and your competitors’products could be the ones that consumers are reaching for. knowing your share of shelf was just a snap away?
  • 5. Do you have real-time insights on shopper behavior? WHAT IF 50 percent of in-store purchases are spontaneous. And it all happens from the time shoppers enter a store to the time they reach the point-of-sale (POS) counter. But you can’t really aid them in-store and guide them to your products, like you do online. The result: shoppers could have added your products to their cart, but they didn’t. you could double shopper spend by influencing behavior at retail stores?
  • 6. So your product is meant to be stored under certain temperature conditions. And you’ve given retailers product coolers to make sure they do so. But the coolers could get misplaced. And retailers may be turning up or turning down the temperature a few degrees. The result: consumer dissatisfaction and costly product returns. Are your temperature-sensitive products stored the right way? WHAT IF your coolers were at the right place, at the right temperature – always?
  • 7. You’re probably sitting on truckloads of data from distributors, retailers and consumers. But it could be just lying around without being put to good use. The result: this data could have been valuable market intelligence, but it isn’t. And you may not get a pulse of the market – the kind that will help take your brand new places and up your profits this quarter. Do you have a unified view of your business across the demand chain? WHAT IF you had insights that help you reach and sell to millions of consumers much faster?
  • 8. If you want to reach millions of consumers, you need to on-board thousands of distributors. But here’s the problem – their technology systems are dated and their processes are too slow or manual. The result: your distributors’operations are still not in sync with yours. This makes it harder to manage their daily activities and roll out your latest promotions — leaving room for competitors to eat into your market share. Are you on-boarding distributors fast enough? WHAT IF you could onboard distributors in weeks, not months?
  • 9. Most distributors are able to serve only about 35 – 40 percent of small retailers at any given time due to distance and cost. The result: these retailers are likely to stock your competitors’products. Or they could shut shop to procure from nearby markets. This means lost opportunities and delayed cash realization. Are you serving small retailers cost-effectively? WHAT IF you could empower retailers to self-serve their needs with mobile phones?
  • 10. You’re probably seeing a lot of back and forth in order placement between your brand and distributors. This can be traced up to manual entries by distributors — the product codes are often incorrect, or they order more quantity than they really need. The result: increased operational costs, non-productive inventory, and even revenue loss. Are your distributors placing the right orders? WHAT IF distributors got their orders right in one go – thanks to your recommendations?
  • 11. Serving retailers in emerging markets isn’t easy. Especially for your distributor’s sales executive, who needs to collect as many orders as he can, from multiple retailers – all in the same day. But he probably visits retail stores based on a standard daily route plan, with paper-based order forms and not enough visibility into inventory or new promotions. The result: ineffective sales execution, leading to poor revenue realization. Is your sales force slowing you down? WHAT IF your sales force could reach more stores and also increase their average order value?
  • 12. Not every order needs to be delivered the same day, and then there are orders that need priority handling. If your delivery routes mimic sales routes, you could lose the opportunity to delay or advance delivery based on fleet availability and proximity of retail stores. The result: increased operational costs and reduced profitability. Are your trucks guzzling more fuel than they need to? WHAT IF you could cut logistics costs without cutting corners in service quality?
  • 13. Visibility, reach and productivity: The three essential elements to succeed in emerging markets Coming soon: An innovative offering for global brands to accelerate growth in emerging markets
  • 14. © 2013 Infosys Limited, Bangalore, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document. About Infosys Infosys is a global leader in consulting, technology and outsourcing solutions. We enable clients, in more than 30 countries, to stay a step ahead of emerging business trends and outperform the competition. We help them transform and thrive in a changing world by co-creating breakthrough solutions that combine strategic insights and execution excellence. Visit www.infosys.com to see how Infosys (NYSE: INFY), with $7.4B in annual revenues and 155,000+ employees, is Building Tomorrow's Enterprise® today. For more information, contact askus@infosys.com www.infosys.com