Preface

The research journey for this book began fifteen years ago when we were teaching in a Harvard Business School Executive Program, Managing Global Opportunities in China and India. The program targeted Western multinationals and investors interested in business opportunities in the then rapidly growing Chinese market and the newly liberalizing Indian market. In Mumbai, as part of that executive program, we invited Ratan Tata, chairman of Tata Sons Limited, to share with the group Tata’s strategy for the new Indian market. We were surprised to see Western executives’ reaction to Tata’s ambitious plans for exploiting the new ambient opportunities. Their experience in Western markets had convinced these executives that emerging market business ...

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