Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

2018 Local Dynamos: Emerging-Market Companies Up Their Game

2.987 visualizaciones

Publicado el

Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.

Publicado en: Empresariales
  • Sé el primero en comentar

2018 Local Dynamos: Emerging-Market Companies Up Their Game

  1. 1. OCTOBER 09, 2018 2018 BCG Local Dynamos Emerging-Market Companies Up Their Game
  2. 2. 2 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Exhibit 1: Emerging Markets Continue to Outpace Mature Markets – but the gap has narrowed 6 9 12 -3 3 0 Annual GDP growth at constant prices, PPP (%) 2007 -2 20092008 2010 Developed markets -3 2015 2017E2011 2012 2013 2014 2016 Emerging markets -6 Economic crisis Sources: Economist Intelligence Unit; BCG analysis. Note: Emerging markets are classified according to the UN definition, World Economic Situation and Prospects (2016). GDP is calculated at constant prices adjusted for inflation. PPP = purchasing power parity. Recovery and beyond
  3. 3. 3 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Exhibit 2: Emerging Markets Are Expected to Continue Growing More Quickly Than Developed Markets Sources: Economist Intelligence Unit; BCG analysis. Note: Emerging markets are classified according to the UN definition, World Economic Situation and Prospects (2016). 4 Russia 3 Developed Economies 7 Southeast Asia 6 Africa 3 6 Middle East and Turkey 4 Latin America India 9 China Compound annual growth rate of GDP at constant prices, 2017-2022E (%)
  4. 4. 4 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Exhibit 3: Four Powerful Forces Are Transforming Emerging Markets 500 million additional urban population (since 2007)3 1.8 billion additional internet users (since 2007) 4 $7 trillion additional spending (since 2007)2 900 million additional people in emerging markets (in 2030)1 China is responsible for almost half this growth Most of these are mobile natives Spending is driven by increased median incomes Population in developed economies is expected to remain stable Fast urbanization Digital first Rise of the consumer class Population growth Sources: Euromonitor; Economist Intelligence Unit; eMarketer; Forrester Research; Statista; World Bank; BCG analysis. 1 Figure is calculated on the basis of emerging-market population in 2017. 2 Figure reflects household private spending in US dollars in terms of purchasing-power parity and estimate for 2017. 3 Figure reflects World Bank estimates, and increase is based on 2017 data. 4 Internet users are defined as individuals of any age who use the internet at least once a month – via a desktop, laptop, or mobile device. Increase is based on 2017 figures.
  5. 5. 5 Exhibit 4. The 2018 BCG Local Dynamos Access Bank (Nigeria) AIER ophthalmology (China) Al Tayyar Travel (Saudi Arabia) Alfamart (Indonesia) Anhui Three Squirrels (China) Avenue Supermarts (India) Banco de Crédito del Perú (Peru) Banregio (Mexico) Capitec Bank (South Africa) CarPrice (Russia) Cashbuild (South Africa) China Industrial Bank (China) Copag (Morocco) Curro Holdings (South Africa) Didi Chuxing (China) Dis-Chem Pharmacies (South Africa) Dr Lal PathLabs (India) El Puerto de Liverpool (Mexico) Entel (Chile) Equatorial Energia (Brazil) Fawaz A. Alhokair (Saudi Arabia) Iflytek (China) Intex (India) (China) JK Tyre and Industries (India) KingMed (China) Kroton Educacional (Brazil) Groupe Label Vie (Morocco) Mavi (Turkey) Megvii Technology (Face ++) (China) Meituan-Dianping (China) Mother and Child (Russia) Movida (Brazil) Olímpica (Colombia) Padini (Malaysia) Patanjali Ayurved (India) Paytm (India) Raia Drogasil (Brazil) Relaxo Footwears (India) Robinsons Retail (Philippines) Sansiri (Thailand) Siloam Hospitals (Indonesia) SpiceJet (India) TAL Education Group (China) Toutiao (China) Vingroup (Vietnam) X5 Retail Group (Russia) Yandex (Russia) YY (China) Zee Entertainment Enterprises (India) Source: BCG analysis
  6. 6. 6 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Exhibit 5: Digital Companies Account for 60% of Local Dynamos Traditional 40% Digital natives1 22% Digital adopters2 38% Source: BCG analysis. 1Digital natives = companies that were created on the basis of digital technologies. 2Digital adopters = traditional companies that implemented digital technologies, which then became one of their key levers for success.
  7. 7. 7 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Exhibit 6: Local Dynamos are fueling growth Local Dynamos generate strong total shareholder returns… … and post fast revenue growth Note: Total shareholder return (TSR) is calculated based on the financial results of the 38 public local dynamos companies by using monthly share prices from 31 Dec. 2013 through 31 Dec. 2017, and companies' reporting currency. Compound revenue growth is for 31 Dec. 2013 through 31 Dec. 2017 and is calculated based on companies' performance in their reporting currencies and converted into dollars using historical year end exchange rates Sources: S&P Capital IQ; Bloomberg; Datastream; BCG ValueScience® Center; BCG analysis 0 50 100 150 200 2014 20182015 20172016 S&P 500 2018 Local Dynamos MSCI Emerging Markets 18% 12% 7% Index of total shareholder return (TSR) 2014-2017 (base = 100) Compound annual revenue growth 2014-2017 (%) TSR 10 2018 Local Dynamos MSCI Emerging Markets S&P 500 15 2
  8. 8. 8 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Developing digitally native business models Exhibit 7: Five Traits of the Local Dynamos Help Them Build Competitive Advantage Expanding service offerings Building talent advantage Creating digital ecosystems Fulfilling higher consumer expectations Creating or participating in ecosystems that fill critical gaps and help the company expand its offerings Generating new revenue streams through service offerings—in some cases by embracing "servitization" Leveraging mobile and digital penetration to disrupt markets and build scale through new business models Delivering high-quality goods and services to meet emerging consumers' expectations Source: BCG analysis Using innovative approaches to attract and retain top talent.
  9. 9. 9 Copyright©2017byTheBostonConsultingGroup,Inc.Allrightsreserved. Sidebar Exhibit: About 82% of the 2014 Local Dynamos Are Still Performing Well 01020304050 8% 2014 Dynamos 8 Developed a strong regional presence Became Global Challengers 56% 5 10% 16% Still thriving28 100% 5 10% Were acquired Number of companies 4 Unable to deliver on promise: underperforming Source: BCG analysis.