Developing Winning Products For Emerging Markets
SUMMARY
Business Development is the creation of long-term value for an organization for customers,markets, and relationships. Business development activities extend across different departments : sales,marketing,project management, product management, vendor management, partnership, and cost saving efforts. Commonly used metric in business development : revenue,expansion,strategic partnership. Sample case of business development conclusion the BD scenario discussed above is specific to a business expansion plan, whose impact can be felt by almost every unit of the business. There can be similar BD objectives, such as development of a new business line, new sales channel development, new product development, new partnership in existing/new marketing, and even merger/acquisition decisions. Think about gojek and their acquisition decisions (halodoc,mapan,midtrans,kartuku,etc). Plan your career vision, define what kind of industry that require your competencies to help them in business development. A digital business requires different processes like education which in traditional there are use demos,brochures,presentations and digital fully productive trials : short videos. Personal branding, first, use of professional social media like linkedin and describe what kind of person are you, focus on your strength,credibility. Use networking which is future possibilities and career enrichment.
ABSTRACT
A large automaker designed, developed, and—with appropriate fanfare—launched a commercial truck in India’s burgeoning and highly competitive market. The vehicle was engineered to let owners in a range of emerging markets run the trucks longer and faster, and at a relatively low operating cost. The company hadn’t adequately accounted for India’s poor roads and infrastructure, which often prevent vehicles from maintaining the most efficient operating speeds. Indeed, around the same time, another domestic competitor suffered a similar fate. That company’s commercial vehicle, offered at an even lower price, was also tailored for India; it featured a lower-capacity, low-cost engine well-suited to run efficiently on the country’s grid-locked roads. The cause: an unfairly earned reputation for unreliability that the company ultimately attributed to owner–operators who, to maximize profits, overloaded the trucks far beyond recommended weight limits. Such cases underscore the challenges of designing, developing, and manufacturing products for fast-changing emerging markets—environments where customers are both extremely price conscious and demanding. In some cases, designing to value means applying traditional tools in new ways, in others adopting a new mind-set about what customers want and how to deliver it. It’s still early days in this space, and no organization has yet mastered the challenges. But a look at the practices that leading product developers use offers at least three lessons for companies wrestling with the extremes of competition in emerging markets. The urgency to adapt will only increase as consumption in these markets contributes a growing share of global economic growth in the decade ahead.