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Developing Productive Customers in Emerging Markets

机译：在新兴市场中发展生产性客户

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Senior managers generally face two different reasons for entering emerging markets. As mainstream markets become saturated and competitive strategies focused on differentiation start running up against limited returns, senior managers find themselves looking at the relatively untouched and sizable emerging markets. Also, new calls for enhanced corporate citizen responsibility by both customers and shareholders add new incentives to serve these markets in order to avoid negative press and the attendant revenue and share price erosion. Since the 1980s, managers have shown awareness that low-income ethnic markets and markets in emerging regions are quite large. Mexico, for instance, has a population of more than 45 million, still targeted primarily by potato chip and soft drink makers. Such low-income markets are ripe for new product infiltration, but most people in these markets earn less than $200 per month. Worldwide, there are roughly four billion people who earn less than $1,500 per year. Ethnic marketers speak about the rise in the number of Latinos in the United States. This market is over 35.3 million (larger than Canada) with a buying power of $400 billion. Again, however, mostly consumer products companies like Coca-Cola have succeeded in penetrating these low-income markets. Companies that sell higher-end products such as financial services or computers―products that require dipping into savings and thereby causing customers to stop and think before purchasing―have been especially shy about targeting low-income markets. Can companies that sell higher priced consumer products expand the market for their products by targeting low-income customers? For high-tech companies like Gateway, high-cost companies like GM, or professional service companies like Smith Barney, successful entry into financially constrained markets has traditionally entailed selling at a slashed price a less-sophisticated, lower-cost product that still has appeal. Indeed, taking away a few of the product features of a sophisticated product or service to bring its cost in line with the anticipated purchasing power of the market has sometimes worked. Consider the success of H&R Block's tax business.
机译：高级管理人员进入新兴市场通常面临两个不同的原因。随着主流市场的饱和和专注于差异化的竞争战略开始在有限的回报面前running花一现，高级管理人员发现自己正在寻找相对未受干预且规模较大的新兴市场。此外，客户和股东都要求增强企业公民责任的新呼吁增加了为这些市场服务的新激励措施，以避免负面新闻以及随之而来的收入和股价下跌。自1980年代以来，管理人员已经意识到低收入的种族市场和新兴地区的市场相当大。以墨西哥为例，该国人口超过4500万人，仍然主要以薯片和软饮料制造商为目标。这样的低收入市场已经开始渗透新产品，但这些市场中的大多数人每月收入不足200美元。在全球范围内，大约有40亿人的年收入低于1500美元。族裔商人谈到美国拉美裔人数的上升。这个市场超过3,530万（大于加拿大），购买力为4,000亿加元。但是，可口可乐等大多数消费品公司还是成功打入了这些低收入市场。销售诸如金融服务或计算机之类的高端产品的公司（这些产品需要大量投入储蓄，从而导致客户在购买前停下来思考），一直对着眼于低收入市场持羞怯态度。销售价格较高的消费产品的公司是否可以通过针对低收入客户来扩展其产品市场？对于像Gateway这样的高科技公司，如GM这样的高成本公司或Smith Barney这样的专业服务公司来说，成功进入财务拮据的市场通常需要以大刀阔斧的价格出售价格低廉，但仍具有吸引力的产品。 。确实，有时取消复杂产品或服务的一些产品功能以使其成本与预期的市场购买力保持一致是可行的。考虑一下H＆R Block税务业务的成功。

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