Reimagining Go-to-Market Strategies After the Pandemic
Emerging-market companies that sell through retailers must respond to evolving customer needs, navigate a new landscape, and lower their costs.
Emerging-market companies that sell through retailers must respond to evolving customer needs, navigate a new landscape, and lower their costs.
COVID-19 is shaping up to be transformative to public health and the economy. On hbr.org, Martin Reeves, chairman of the BCG Henderson Institute, and colleagues explain why resilience continues to be the best answer to uncertainty.
Several trends we identified a month ago have endured, while important and potentially lasting shifts in consumer thinking and behavior are also becoming apparent.
The impact of COVID-19 in Africa may be mitigated by the youthful population—but a constrained health system and high incidence of other health conditions will intensify the challenge.
Understand the situation in your industry, consider multiple scenarios, and plot out both immediate actions and longer-term steps to lay the foundation for a strong recovery.
As countries across the globe emerge from economic lockdown, companies are now entering the second, or Fight, phase of the COVID-19 crisis. This is the phase in which they will need to consolidate and forge a transformation plan (or map scenarios) that will position them to seize advantage in adversity. In China, where COVID-19 has been reined in and business is resuming, companies have already started down the road to recovery. What can others learn from their experiences?
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough
New research shows that, compared to a future of rising protectionism, fair trade would lead to gains of $2 trillion annually in global GDP through 2025 -- and much faster economic recovery from Covid-19.
Plans to tax CO2 emissions that are attributed to imports would hike costs for EU trade partners and redefine competitive advantage in many industries.
Tighter curbs on technology sales to China could reverse the virtuous innovation cycle that has long powered US dominance of the industry globally.
As digital transforms both the how and the what of global trade, companies must understand their own context, marry their digital and global agendas, and help shape policy that is economically sensible and politically robust.
Shifting tariffs grab the headlines, but the rise of Southeast Asia and differences in worker productivity are also altering the cost equation for global manufacturing.
The longer the nation’s many trade disputes drag on, the greater the risk to US farmers that they won’t be able to regain lost share in China and other critical markets.
Global Growth Hot Spots
Multinational companies need a new approach for identifying global growth opportunities in this new phase of globalization. Consider the opportunities within a market, rather than the market’s economy overall.
Explore the global hot spots
Even before the pandemic, the Spanish-speaking countries of South America were engaged in socio-political debates on economic activity. COVID-19 has raised additional fears.
Western-style retailing is spreading fast in South Africa, but small, independently owned shops still offer essential—and underappreciated—routes to market.
E-wallet use is soaring in one of the world’s great growth zones. As competition intensifies, the stakes for both banks and new digital finance entrants are huge.
Traditional spending habits are giving way to a focus on experiences, customized products, and time-saving services.
