Doing Business in Emerging Markets

S. Tamer Cavusgil currently serves as Fuller E. Callaway Professorial Chair and Executive Director, Center for International Business Education and Research (CIBER), J. Mack Robinson College of Business, Georgia State University, Atlanta, U.S.A. A trustee of Sabanci University in Istanbul, Turkey, Tamer is also a visiting professor at Leeds University Business School, U.K., and The University of South Australia Business School. Professor Cavusgil has been mentoring students, executives, and educators in international business for the past four decades. A native of Turkey, his professional work with the International Trade Center (WTO) has taken him to numerous emerging markets for training and exporter development projects. Recognizing the importance of emerging markets for western firms, he developed the Emerging Market Potential Index while serving as the CIBER director at Michigan State University. Pervez N. Ghauri completed his PhD at Uppsala University (Sweden) where he also taught for several years. Over the years he has worked at Manchester Business School and King’s College London in UK. Currently Pervez is Professor of International Business at University of Birmingham (UK). Pervez is the Editor-in-Chief of the International Business Review (IBR) and Consulting Editor for Journal of International Business Studies (JIBS). He is a Fellow for both the European International Business Academy (EIBA) and the Academy of International Business (AIB), where he was also Vice President during the period 2008 and 2010. His books include Internationalization of the Firm, International Business Strategy, International Business Negotiations, Project Marketing and Research Methods in Business Studies. He consults and offers training programs to a number of organizations such as BP, Airbus Industries and Ericsson. Leigh Anne Liu is Professor of International Business of Georgia State University USA and Fulbright-Hanken Distinguished Chair of Business and Economics 2020–2021. She received her PhD from Vanderbilt University. Her research explores how culture and cognition influence intercultural interactions, including negotiation, conflict management, and collaborations at individual, team, firm, and national levels. Her works appear in Administrative Science Quarterly, Journal of Applied Psychology, and Journal of International Business Studies, among others. Leigh Anne has been a visiting professor at the University of South Australia, the University of Toulouse in France, and Peking University and Nanjing University in China. She has consulted for Fortune 500 companies and the non-profit sector on conflict management and multicultural competency projects. She is also an associate editor for the Journal of Business Research and Cross Cultural & Strategic Management, and has been a guest editor of three special issues. She also serves on the editorial boards of Academy of Management Review, Management and Organization Review, and International Business Review.

Part One: Foundation Concepts
Chapter 1: Emerging Markets - Setting the Stage
Chapter 2: What is an Emerging Market?
Chapter 3: Pathways to Economic Transformation: Common Characteristics of Emerging Markets
Cases for Part One
Hydrola: A French Company’s Expansion into Emerging Markets
The Brazilian Little way of Doing Business
Cilek – An Emerging Market Company Goes Global
The Janus Face of China’s Engagement in Africa – Stakeholder Perspectives
Part Two: Potential of Emerging Markets
Chapter 4: What Makes Emerging Markets Attractive?
Chapter 5: Assessing Market Potential of Emerging Markets
Cases for Part Two
ATOM – An Italian Family Firm Operating in Brazil
Lenovo – The Global Challenger from an Emerging Market
Chery Goes to Brazil – Challenges for an Automaker in an Emerging Economy
Starbucks in Russia – Challenges and Opportunities in an Emerging Market
Part Three: Managing in Emerging Markets
Chapter 6: Managing Operations in Emerging Markets
Chapter 7: Negotiations and Conflict Management in Emerging Markets
Chapter 8: A Bright -- if Uneven-- Future for Emerging Markets
Cases for Part Three
1MORE - A Late-Mover Headphone Maker in China
Can a Guerilla Sit Wherever It Wants? Best Buy Goes to Turkey
Bottled Water Industry in Uzbekistan: Multinational and Local Firms
Stora Enso – Corporate Reputation in an Emerging Market
An Expatriate Management Experience in Thailand