Case studies in emerging markets: Management, business, finance, marketing - Anna Matysek-Jędrych - ebook – Ibuk.pl

ror†Ѵ-ঞomķ-m7vo1boŊroѴbঞ1-Ѵ=-1|ouvķ|_;v;1o†m|ub;v-u;ˆ;u‹-‚u-1ঞˆ;=ou

l;7b1-Ѵ1olr-mb;vķ0†|vb]mbC1-m|blr;7bl;m|v-u;|_;1†Ѵ|†u-Ѵ7b@;u;m1;vķ

infrastructure, and even climate.

2. Analysis of the healthcare market in the region of South and East Asia

uo7†1|v-m7b|;lvo=_ovrb|-Ѵ;t†brl;m|0;Ѵom]|o|_;_;-Ѵ|_1-u;l-uh;|bm

a broad sense, which is considered as one of the biggest in terms of the value areas of business in the world.

Ѵo0-Ѵ;Šr;mv;vom_;-Ѵ|_1-u;bmƑƏƐƔ-lo†m|;7|o-uo†m7ƕ0bѴѴbom

&" ķ-m7bmƑƏƑƏ|_;‹-u;;Šr;1|;7|ou;-1_-mblru;vvbˆ;-lo†m|o=Ѷĺƕ

0bѴѴbom&" ķ‰_b1_‰bѴѴ1omvbv|o=-uo†m7ƐƏĺƔѷo=|_;]uovv‰ouѴ7ruo7†1|

Ő ;Ѵob‚;ķƑƏƐѶőĺ$_;l-bm=-1|ou‰_b1_1om|ub0†|;v|o|_bvbm1u;-v;bvѴom];u

Ѵb=;;Šr;1|-m1‹ķƕƑ‹;-uvom-ˆ;u-];=ou-ѴѴ1o†m|ub;vbm|_;‰ouѴ7ķru;ˆbo†vѴ‹

f†v|ѵƕbmƑƏƐƏĺ|bv;vঞl-|;7|_-|bmƑƏƑƏoˆ;uѵƏƓķƏƏƏķƏƏƏr;orѴ;bm|_;

‰ouѴ7ķ|_-|bv-uo†m7Ѷѷo=|_;ror†Ѵ-ঞomķ‰bѴѴ0;oˆ;uѵƔ‹;-uvoѴ7Ő ķ

ƑƏƐѶőĺ$_;v;C]†u;vl-h;|_;_;-Ѵ|_1-u;l-uh;|ķ-m7l-m†=-1|†u;o=|_;

_ovrb|-Ѵ;t†brl;m|Չ_b1_1omvঞ|†|;v|_;_;-Ѵ|_1-u;l-uh;|v;]l;m|ő-Ѵom]

with it, rise dynamically and create chances for companies to achieve high revenue, especially due to the fact that such a fast growth in demand for l;7b1-Ѵ1-u;-lom]r;orѴ;bm|_;‰ouѴ7u;t†bu;vl-m‹1_-m];v|_-|bm1u;-v;

|_;;L1b;m1‹o=|_;_;-Ѵ|_1-u;ĺ

-m†=-1|†u;o=;t†brl;m|=ouor;u-ঞm]uoolvbvv|uom]Ѵ‹7bˆ;uvbC;7

];o]u-r_b1-ѴѴ‹ĺ11ou7bm]|o|_;u;rou|r;u-ঞm]!oolt†brl;m|-uh;|

m-Ѵ‹vbv-m7";]l;m| ou;1-v|vŐƑƏƐƕőķ|_;0b]];v|-u;-bm|;ulvo=ˆ-Ѵ†;

bmƑƏƐƖ‰-vou|_l;ub1-ķ‰b|_-v_-u;bm|_;l-uh;|o=-uo†m7ƒƕĺƑѶѷķ

‰_b1_bvl-bmѴ‹|_;u;v†Ѵ|o=|_;ruo]u-l=ou|_;lo7;umbv-ঞomo=or;u-ঞm]

uoolvķ-ubv;o=o†|r-ঞ;m|l;7b1-Ѵ1-u;†mb|vķ-m7-mbm1u;-v;bm|_;m†l0;u

of surgeries. However, it is worthwhile to focus on South and East Asia, which

|oohv;1om7rѴ-1;bm|;ulvo=l-uh;|v_-u;bmƑƏƐѵķ-m7‰_ov;;vঞl-|;7

-ˆ;u-];1olro†m7-mm†-Ѵ]uo‰|_u-|;!bvƕĺѶѷķ‰_b1_l-h;vb||_;=-v|Ŋ est growing market in the world. It is one of the reasons why in the next part of the paper the expansion of the Polish company Alvo LLC to the selected 1o†m|ub;vbm|_ov;r-uঞ1†Ѵ-uu;]bomv‰bѴѴ0;-m-Ѵ‹v;7ĺ

The most important growth factors in the countries of South and East Asia are the improvement of heath care infrastructure, an ageing society, and

BY MAŁGORZATA BARTOSIK-PURGAT, BARBARA JANKOWSKAAND KRZYSZTOF WĄCHNICKI

]uo‰bm]bmˆ;v|l;m|vo=]oˆ;uml;m|0o7b;v-m7bmvঞ|†ঞomv=ou_;-Ѵ|_1-u;

Őu-m7(b;‰!;v;-u1_ķƑƏƐƕőĺmblrou|-m|=-1|oubv-ѴvovoŊ1-ѴѴ;7l;7b1-Ѵ

|o†ubvlķ-m71o†m|ub;vo="o†|_-m7-v|vb--u;om;vo=|_;lov|o[;m

1_ov;m7;vঞm-ঞomvĺ

2.1. Structural analysis of equipment for the operating theatres segment

mom;o=|_;lo7;Ѵv†v;7=ou|_;l;-v†ubm]o=1olr;ঞঞˆ;bm|;mvb|‹bm

a given market segment, it is the result of the economic structure of the segŊ l;m|ĺ11ou7bm]|o|_bvlo7;Ѵķ|_;1om7bঞomo=1olr;ঞঞombv|_;ruo7†1|

o=Cˆ;0-vb1;Ѵ;l;m|vķbĺ;ĺ|_;|_u;-|o=m;‰;m|u-m|vķ|_;0-u]-bmbm]ro‰;u

o=v†rrѴb;uvķ|_;0-u]-bmbm]ro‰;uo=0†‹;uvķ|_;|_u;-|o=v†0vঞ|†|;vķ-m7

industry rivalry.

$_;Cuv|;Ѵ;l;m|bv|_;|_u;-|o=m;‰;m|u-m|vĺmrubm1brѴ;ķ-m;‰;mŊ

|u-m|0ubm]v-m;‰ruo7†1ঞom1-r-1b|‹ķm;‰u;vo†u1;v-m7-mbm|;m||o]-bm

-v_-u;o=|_;l-uh;|ĺm;@;1|ķrub1;vom|_;l-uh;|o[;m=-ѴѴķ‰_b1_1-†v;v

-7;1u;-v;bm|_;ruoC|-0bѴb|‹o=o|_;uCulvĺ$_;|_u;-|o=m;‰;m|u-m|v|o

a given market segment depends on barriers to entry, which can include -lom]o|_;uv;1omol‹o=v1-Ѵ;ķ-11;vv|o7bv|ub0†ঞom1_-mm;Ѵvķ_b]_bmbঞ-Ѵ

1ov|vķ]oˆ;uml;m|roѴb1‹ķ1-rb|-Ѵm;;7vķou|_;7bˆ;uvbC1-ঞomo=ruo7†1|vĺm

|_;1-v;o=|_;l-m†=-1|†u;-m7v-Ѵ;vo=|_;;t†brl;m|=ouor;u-ঞm]uoolvķ

|_;|_u;-|o=m;‰;m|u-m|vbvvl-ѴѴ7†;|o|_;ˆ;u‹1ov|Ŋbm|;mvbˆ;1_-u-1|;u

o=|_bvv;]l;m|ĺ"|ub1|u;]†Ѵ-ঞomvu;]-u7bm]-11;r|-m1;-m71;uঞC1-ঞomo=

ruo7†1|v;@;1ঞˆ;Ѵ‹7bv1o†u-];m;‰rѴ-‹;uv=uol;m|;ubm]ĺѴvo-=oul-ঞom

o=-m;@;1ঞˆ;-m77;ˆ;Ѵor;77bv|ub0†ঞom1_-mm;Ѵrov;v-vb]mbC1-m|1_-ѴŊ Ѵ;m];=oum;‰;m|u-m|vķ-v|_;v;]l;m|o=or;u-ঞm];t†brl;m|bvu;Ѵ-ঞˆ;Ѵ‹

1Ѵov;7ķ-m7];মm]1om|-1|v|-h;v-Ѵo|o=ঞl;ķ‰ouh-m7r-ঞ;m1;ķ;vr;1b-ѴѴ‹

bm1o†m|ub;v‰b|_-v|uom]u;Ѵ-ঞom1†Ѵ|†u;Ő|o‰_b1_|_;]uo†ro=1o†m|ub;v

"o†|_-m7-v|vb-0;Ѵom]őķ1_-u-1|;ubŒ;70‹1omvb7;u-0Ѵ;u;Ѵ†1|-m1;-m7

mistrust for doing business with new, foreign partners.

The second factor is the bargaining power of suppliers. Suppliers can use their bargaining power over buyers by increasing prices or decreasing the t†-Ѵb|‹o=voѴ7ruo7†1|v-m7v;uˆb1;vĺm|_;1-v;o=|_;v;]l;m|o=;t†brŊ l;m|=ouor;u-ঞm]uoolvķ|_;0-u]-bmbm]ro‰;uo=v†rrѴb;uvbvlo7;u-|;ĺ

They provide resources such as rubber, steel, metals, and aluminium as well -vl;7b1-ѴroѴ‹l;uvĺ)_-|bv1_-u-1|;ubvঞ1=ou|_bvl-uh;|v;]l;m|bv-_b]_

number of suppliers of the resources, which decreases their bargaining power.

+;|-mo|_;uv;|o=;mঞঞ;vv_o†Ѵ70;7b@;u;mঞ-|;7=uol|_;]uo†ro=v†rrѴb;uvķ

‰_b1_ruoˆb7;vr;1b-Ѵbv|7;ˆb1;vķu;vo†u1;vouvo[‰-u;;vv;mঞ-Ѵ=our-ঞ;m|

lomb|oubm];t†brl;m|ouor;u-ঞm]uo0o|vĺ"†rrѴb;uvo=v†1__b]_Ѵ‹vr;1b-ѴbŒ;7

products have a much higher bargaining power from the other group, this is

‰_‹|_;Cm-Ѵ-vv;vvl;m|o=|_bvro‰;ubvlo7;u-|;ĺ

Another analysed factor is the bargaining power of buyers. High bargaining ro‰;uo=0†‹;uvĽl-mb=;v|vbmru;vv†u;=ou-7;1u;-v;o=rub1;vķ-mbm1u;-v;o=

t†-Ѵb|‹-m70;‚;uv;uˆb1;ĺ]uo†ro=0†‹;uvbv;vr;1b-ѴѴ‹v|uom]‰_;mb|bv1omŊ centrated or when it purchases very large amounts of products in comparison

|o|_;ˆoѴ†l;o@;u;7=ouv-Ѵ;ĺm|_;1-v;o=|_;v;]l;m|o=or;u-ঞm]uoolv

;t†brl;m|ķ|_bv=-1|ou1-m0;-vv;vv;7-vlo7;u-|;ĺ$_bvbvl-bmѴ‹-u;v†Ѵ|

o=|_;=-1||_-||_;m†l0;uo=1olr-mb;v‰_b1_o@;uvr;1b-Ѵbv|ruo7†1|vbv

u;Ѵ-ঞˆ;Ѵ‹vl-ѴѴĺm|_;o|_;u_-m7ķ|_;m†l0;uo=7bv|ub0†|ouv‰_o1-mCm7

v†11;vvbˆ;l-uh;|v=ou|_;buCulvbvu;Ѵ-ঞˆ;Ѵ‹0b]ĺ=-1|ou‰_b1_bm1u;-v;v

the bargaining power of buyers is the possibility of the lease and easy resale o=om1;r†u1_-v;7;t†brl;m||oo|_;uvĺ

$_;=o†u|_;Ѵ;l;m|o=|_;lo7;Ѵbv|_;|_u;-|o=-v†0vঞ|†|;ĺ"†0vঞ|†|;

ruo7†1|vѴblb|ro|;mঞ-Ѵl-uh;|vbm-v;1|ouķ;ĺ]ĺ0‹7;|;ulbmbm]|_;|_u;v_oѴ7

=ourub1;vķѴblbঞm]-||_;v-l;ঞl;-rovvb0bѴb|‹o=u-bvbm]|_;rub1;v0‹rѴ-‹;uv

bm-]bˆ;mv;]l;m|ĺ$_;lou;-‚u-1ঞˆ;|_;v†0vঞ|†|;vbm|;ulvo=t†-Ѵb|‹ķ

;L1b;m1‹ķ-m7rub1;v-u;ķ|_;lou;Ѵblb|;7l-uh;|v0;1ol;ĺ7;mঞC1-ঞomo=

v†0vঞ|†|;vu;Ѵb;vomCm7bm]o|_;uruo7†1|vķ‰_b1__-ˆ;|_;v-l;=†m1ঞom

-vruo7†1|vo=-]bˆ;ml-uh;|ĺ$_;v;]l;m|o=or;u-ঞm]uool;t†brl;m|

is characterized by a small threat of such products. In principle, the threat o=v†0vঞ|†|;v=uolo†|vb7;7o;vmo|;Šbv|ķ-m7|_;omѴ‹|_u;-|1ol;v=uol

within the sector itself—e.g. the possibility of using one endoscope in many 7b@;u;m|;m7ov1orb1ruo1;7†u;vŐu-m7(b;‰!;v;-u1_ķƑƏƐƕőĺ

The last element of the model is industry rivalry from within a sector.

olr;ঞঞom0;|‰;;m;mঞঞ;vbm-]bˆ;ml-uh;|v;]l;m|u;Ѵb;vom|_;u;-7Ŋ bm;vv|o]-bm|_;0;v|rovbঞomķ0‹-m-7ˆ;uঞvbm]‰-uķrub1;1olr;ঞঞomķou

enlarged range of customer service, launching of new products, broadening o=‰-uu-m|‹ouv;uˆb1bm];|1ĺ!bˆ-Ѵu‹-rr;-uv‰_;mom;oulou;1olr;ঞ|ouv

v†11†l0|o|_;ru;vv†u;o=-vb|†-ঞomour;u1;bˆ;-mo11-vbom|obm1u;-v;

|_;buo‰m1olr;ঞঞˆ;rovbঞomĺmrubm1brѴ;ķ|_;1olr;ঞঞˆ;-1ঞomvo=om;

1olr-m‹=uol-v;1|ou-@;1|o|_;u1olr-mb;vĺ$_;‹1-m0;vঞl†Ѵ-|;7|o

1oll;m1;-1ঞomv‰_b1_m;†|u-ѴbŒ;|_;-1ঞˆb|‹o=|_;ubˆ-Ѵou|ou;|-Ѵb-ঞomĺ

In each of these cases it means that companies from a given segment are

BY MAŁGORZATA BARTOSIK-PURGAT, BARBARA JANKOWSKAAND KRZYSZTOF WĄCHNICKI

7;r;m7;m|omņbm7;r;m7;m|=uolom;-mo|_;u-m7v†1_-r-‚;umo=-1ঞˆbঞ;v

1-mѴ;-7|o-vb|†-ঞom‰_;m|_;bmbঞ-ঞm]1olr-m‹-m7|_;‰_oѴ;v;1|ouCm7

|_;lv;Ѵˆ;vbm-0;‚;urovbঞomķou‰ouv;mb|ĺ!bˆ-Ѵu‹‰b|_bm|_;v;1|ou‰b|_b|v

;t†brl;m|o=or;u-ঞm]uoolv1-m0;-vv;vv;7-v_b]_ķ-m7|_-|bv‰_‹b|‰bѴѴ

0;7;v1ub0;7bmlou;7;|-bѴĺ$_bvv;]l;m|bvu;Ѵ-ঞˆ;Ѵ‹_b]_Ѵ‹=u-]l;m|;7‰b|_

-=;‰v|uom]ķbm|;um-ঞom-Ѵ1ourou-ঞomv‰_b1_o@;u|_;buruo7†1|vķv†1_-v

ombmhѴbfh;_bѴbrvĺ(ĺķ;7|uomb1ķ;ঞm];ķ"|u‹h;uķ"b;l;mv;-Ѵ|_bm;;uvķ

!"$!,l0ķ;-Ѵ|_1-u;ķ u࢜];uķbѴѴŊ!olĺ-m†=-1|†u;uv‰ouh

hard to increase their market shares through strategies such as the develŊ orl;m|-m7blruoˆ;l;m|o=;Šbvঞm]ruo7†1|vķourub1;1olr;ঞঞom‰_b1_

deepens the rivalry between present players.

2.2. Factors of surroundings which determine activities in the segment of operating room equipment

mou7;u|oru;r-u;-v|u-|;]b1-m-Ѵ‹vbv‰_b1_-blv|o|-h;vr;1bC17;1bvbomv

1om1;umbm]|_;-1ঞˆbঞ;vo=1olr-mb;vķ-v;ub;vo==-1|ouvŐ;Ѵ;l;m|vo=|_;

v†uuo†m7bm]vő‰_b1_1-m7;|;ulbm;|_;v;-1ঞˆbঞ;vbv1omvb7;u;7ĺ

m|_;1om|;Š|o=|_;v;]l;m|o=_ovrb|-ѴuoolvĽ;t†brl;m|bm|_;"o†|_Ŋ -v|vb-u;]bomŐ-‚;mঞom‰bѴѴ=o1†vl-bmѴ‹omm7b-ķm7om;vb-ķ-m7_bm-őķom;

o=|_;Cuv|]uo†rvo==-1|ouv-u;roѴbঞ1-Ѵ=-1|ouvķ‰_b1_u;Ѵ-|;|o|_;roѴbঞ1-Ѵ

vb|†-ঞom-m7Ѵ;]-Ѵu;]†Ѵ-ঞomvbm|_;u;]bomĺ&m7o†0|;7Ѵ‹ķ|_;v|uom]robm|o=

|_;-m-Ѵ‹v;7l-uh;|v;]l;m|bv|_;bmbঞ-ঞˆ;v†m7;u|-h;m0‹]oˆ;uml;m|vo=

v;Ѵ;1|;71o†m|ub;vķ‰_b1_r†urov;bv|oblruoˆ;|_;-11;vvb0bѴb|‹-m7t†-Ѵb|‹o=

l;7b1-Ѵv;uˆb1;vĺ ou;Š-lrѴ;ķ-ruo]u-l-ঞom-Ѵ;-Ѵ|_bvvbom_-v0;;m

u;-Ѵbv;7bmm7b-vbm1;ƑƏƐƒķ‰_b1_bvoˆ;uv;;m0‹|_;bmbv|u‹o=;-Ѵ|_-m7

-lbѴ‹);Ѵ=-u;ĺ$_;l-bm-blo=|_bvruof;1|bv|oblruoˆ;|_;_;-Ѵ|_vb|†-ঞom

o=|_;1bঞŒ;mvo=m7b-ķ-m7|_;-1ঞomv‰_b1_Ѵ;-7|ob|bm1Ѵ†7;-lom]o|_;uv

an increase of medical units and improvement of services by the purchase o=lo7;um;t†brl;m|ĺѴvoķvbm1; ;0u†-u‹ƑƏƐѶ|_;-ঞom-Ѵ ;‰oulbm]

ruo]u-l_-v0;;mu;-Ѵbv;7ķ‰_b1_r†urov;bv|o;mv†u;|_;_b]_t†-Ѵb|‹o=1_bѴŊ 7u;mĽv_;-Ѵ|_ruo|;1ঞomĺ$_;m7b-u-m7t†b|‹ o†m7-ঞomŐƑƏƐѶő;vঞl-|;v

|_-|oˆ;uƒƑƑlbѴѴbom1_bѴ7u;ml-h;†v;o=|_;ruo]u-lĺ"blbѴ-ubmbঞ-ঞˆ;v-u;

implemented by the Chinese government—since the second decade of the ƑƐv|1;m|†u‹ķ|_;_;-Ѵ|_v;1|ou_-v†m7;u]om;u;=oulv0-v;7om|_;ļ o†u

;-lvĽlo7;Ѵķ‰_b1_u;=;uv|o=o†uh;‹;Ѵ;l;m|vĹruoˆb7bm];t†-Ѵ-11;vv

|o|_;_;-Ѵ|_1-u;=ou1bঞŒ;mvo=|o‰mv-m7ˆbѴѴ-];vķ;mv†ubm]_b]_t†-Ѵb|‹o=

0u-m7l-foul-uh;|vbm1Ѵ†7;u;-|ub|-bmķu;Ѵ-m7ķb];ub-ķ|_;&mb|;7"|-|;vķ

-m7-l;uoomՉ‰‰ĺ7b-];oĺ1olņ;mņo†uŊ0u-m7vņ0u-m7ŊruoCѴ;vņ]†bmm;vvőĺ

†bmm;vvb];ub-Ľv-]ov0u;‰;u‹rѴ-m|0;1-l;|_;Cuv|†bmm;vv0u;‰Ŋ

;u‹o†|vb7;|_;ubঞv_vѴ;vom|_;ƒƏ|_o=oˆ;l0;uƐƖѵƒĺ;=ou;|_bvঞl;ķ

bm|_;ƐƖ|_1;m|†u‹ķ†bmm;vv"|o†|‰-vblrou|;7bm|ob];ub-=uol †0Ѵbm

Ő†bmm;vvb];ub-ķƑƏƐѶőĺ$_;7bv|ub0†ঞomo=|_bv0u-m7‰b|_bmb];ub-‰-v

handled by Guinness Nigeria, which acted as a trading company established bmƐƖƔƏ=ou|_bvr†urov;ĺmƐƖѵƔķ†bmm;vvb];ub-0;1-l;Ѵbv|;7om|_;

b];ub-m"|o1hŠ1_-m];Ő"őķl-hbm]b];ub-|_;v;1om7Ѵ-u];v|l-uh;|=ou

†bmm;vv‰ouѴ7‰b7;Չ‰‰ĺ]†bmm;vvŊmb];ub-ĺ1olőĺ

†;|o|_;u;1;m1‹o=b];ub-Ľvbm7;r;m7;m1;bmƐƖѵƏķ|_;1o†m|u‹m;;7Ŋ ed reasonable investments in virtually all sectors of its economy in order to ]uo‰-[;u|_;;Šb|o=|_;ubঞv_1oѴomb-Ѵbv|vĺ$_;;v|-0Ѵbv_l;m|o=-v†0vb7b-u‹

0u;‰;u‹rѴ-m|bm-]ovbmƐƖѵƒ-m7|_;v†0v;t†;m|v|;-7‹]uo‰|_o=|_;

Guinness Stout and Harp Lager spurred Guinness to build more breweries in

b];ub-ĺmƐƖƕƓ†bmm;vv1ollbvvbom;7|_;;mbmrѴ-m|‰_;u;|_;-ur-];u

0;;u‰-vruo7†1;7ĺmƐƖƕѶ|_;;mbm0u;‰;u‹‰-v;Šr-m7;7|oruo7†1;|_;

†bmm;vv"|o†|ĺmƑƏƏƓ†bmm;vvb];ub-1ollbvvbom;7|_;0-0u;‰;u‹bm

0b-v|-|;ĺ|ru;v;m|ķ|_;1olr-m‹or;u-|;v=uol|_;]0-Ő-]ovőķ;mbm

Ő7oő-m70-Ő0b-ő0u;‰;ub;v‰b|_-1ol0bm;7bmv|-ѴѴ;7ruo7†1ঞom1-r-1b|‹

o=ѵlbѴѴbom_;1|oѴb|u;v-m7-0o†|-ƕƓr;u1;m||o|-Ѵ†ঞѴbv-ঞom1-r-1b|‹bm|_;

Cm-m1b-Ѵ‹;-u;m7bm]ƑƏƐƔŐ†]†v|oşoĺķƑƏƐѵőŐv;; b]†u;ƒőĺ

Figure 3. Guinness Nigeria entry modes into the Nigerian market Source: Own study (on the basis of www.Guinness-nigeria.com).

Arthur Guinness Brewery, Dublin

(Home country)

Guinness Nigeria Plc (Trading Company)

(Host country)

Initial entry mode (Exporting)

Later entry mode (Subsidiary Establishment)

Guinness Nigeria Plc

Subsidiary

Subsidiary

Subsidiary

BY BARBARA JANKOWSKA, MAŁGORZATA BARTOSIK-PURGAT, PETER VICTOR

Table 3. Guinness Nigeria breweries and their locations

Brewery Location

Ogba (Lagos State) Acme road, Industrial Estate, Ogba, Lagos state

Benin (Edo State) Benin - Asaba road, Oregbeni Industrial Estate, Ikpoba Hill, Benin City, Edo state

Aba (Abia State) Osisioma Industrial Layout, Aba, Abia state

Source: (Guinness Nigeria, 2018).

3. Guinness Nigeria: Market share, portfolio and brand values

Nigeria has a long history of brewing which dates back to the establishment o=|_;b];ub-mu;‰;ub;vblb|;7bmƐƖƓѵ-v|_;Cuv|0u;‰;ubm|_;b];ub-m

0u;‰;u‹bm7†v|u‹ĺ11ou7bm]|o‰-mh‰o-m7m‹-m‰†ŐƑƏƐƔőķ0;;u-11o†m|v

for 96 percent of all local alcohol sales in Nigeria. The scholars further reŊ

ˆ;-Ѵ;7|_-|0;;u1omv†lrঞombmb];ub-0;|‰;;mƑƏƐƏ-m7ƑƏƐƔ‰b|m;vv;7

-m-ˆ;u-];]uo‰|_u-|;o=ƐƏѷķ‰b|_-ruof;1|;71olro†m7;7-mm†-Ѵ]uo‰|_

u-|;Ő!őo=Ɛƒѷ0‹ƑƏƑƔŐ b]†u;Ɠ-m7Ɣőĺ$_bvl-h;v|_;0u;‰;u‹v;1|ou

om;o=|_;=-v|;v|]uo‰bm]v;1|ouvbmb];ub-Ľv;1omol‹ĺ

Figure 4. Total beverages consumption Source: (Nwankwo & Anyanwu, 2015).

Figure 5. Beverages consumption channels Source: (Nwankwo & Anyanwu, 2015).

Lager beer Stout Malt 58%

15%

27%

Provisonal store purchases

Informal convenience spots

Kiosk, restaurants, hotels and others 28%

13%

19%

40%

Beer parlour

b];ub-bv|_;lov|ror†Ѵ-|;71o†m|u‹bm=ub1-ķ‰b|_-vb]mbC1-m|vbŒ;7

ror†Ѵ-ঞomo=‹o†|_ĺ$_bv]uo†ro=‹o†m]r;orѴ;=oulv-]u;-|r;u1;m|-];

o=|_;-Ѵ1o_oѴ1omv†lbm]ror†Ѵ-ঞombmb];ub-ĺ11ou7bm]|ob];ub-ĽvƑƏƐѵ

ror†Ѵ-ঞomC]†u;ķ|_;u;-u;ƐѶѶĺƑlѴmr;orѴ;bmb];ub-ķo=‰_b1_ƐƏѶĺƔƖlѴmķ

u;ru;v;mঞm]ƔƕĺƕƏѷķ=-ѴѴ‰b|_bm|_;-];vƐƔŋѵƓ‹;-uv|o=oul|_;Ѵ-u];v|

1_†mho=|_;7;lo]u-r_‹ŐѴ-mu;‰-f†;|-ѴĺķƑƏƐѶőĺ$_bvѴ-u];‹o†|_=†ѴrorŊ

†Ѵ-ঞom-11o†m|v=ouoˆ;uѶƏѷo=-Ѵ1o_oѴ1omv†l;uvķ‰_b1_ruoˆb7;vorrouŊ

|†mbঞ;v=ou0u;‰;ub;vbmb];ub-|o|_ubˆ;Ő$-0Ѵ;Ɣőĺ$_bvl;-mv|_-|b];ub-Ľv

0u;‰;u‹vr-1;vঞѴѴu;l-bmvѴ-u];Ѵ‹†m7;u;ŠrѴob|;7ķ‰_b1_1u;-|;vuool=ou

=†u|_;u;Šr-mvbomŐ‰-mh‰oşm‹-m‰†ķƑƏƐƔőĺ

Table 5. Nigeria’s projected population (2012–2016)

Year Projected figure

2012 170,157,060

2013 175,690,143

2014 181,403,148

2015 187,301,926

2016 193,392,517

Source: (National Bureau of Statistics, 2017).

"|;-7‹]uo‰|_bmb];ub-Ľv vbm1;ƑƏƐƏ_-v-Ѵvo1om|ub0†|;7bll;mv;Ѵ‹

|o|_;]uo‰|_o=|_;0;ˆ;u-];vbm7†v|u‹bmu;1;m|ঞl;vĺ;|‰;;mƑƏƐƏ-m7

ƑƏƐƓķ|_;-ˆ;u-]; ]uo‰|_u-|;bmb];ub-‰-vƔĺѶƓѷr;u-mm†lĺ$_bv

]uo‰|_bm7b1-|;7-vb]mbC1-m|bm1u;-v;bm|_;7bvrov-0Ѵ;bm1ol;o=b];ubŊ -mv7†ubm]|_bvr;ubo7ĺ †ubm]|_;ƑƏƐѵ;1omolb1u;1;vvbombmb];ub-ķ|_;

 1om|u-1|;70‹ŋƐĺƔѷķ‰_b1_m;]-ঞˆ;Ѵ‹-@;1|;7|_;r†u1_-vbm]ro‰;u

o=b];ub-mvŐ b]†u;ƕőĺ$_;u;1;vvbom‰-v-v-u;v†Ѵ|o=-vb]mbC1-m|7uorbm

]Ѵo0-ѴobѴrub1;vķ=ou;b]m1†uu;m1‹v_ou|-];vķ-m;m;u]‹7;C1b|-m7v|u†1|†u-Ѵ

1omv|u-bm|vbm|_;m-ঞomĽv;1omol‹Ő;m|u-Ѵ-mho=b];ub-ķƑƏƐѵőĺ$_bv

|u;m7bvu;ˆ;uvbm]‰b|_-ƏĺѶƒѷ]uo‰|_bm|_;m-ঞomĽv bmƑƏƐƕĺ$_bv

‰bѴѴ_or;=†ѴѴ‹|u-mvѴ-|;|ovb]mbC1-m|v;1|ou-Ѵblruoˆ;l;m|vbm|_;m-ঞomĽv

economy later on.

†bmm;vvb];ub-ķ-v†0vb7b-u‹o=|_; b-];ouo†r1om|uoѴvƑƕѷo=|_;

0u;‰;u‹l-uh;|v_-u;bmb];ub-Ő-mu;;ķƑƏƐѵőĸv;1om70;_bm7;bm;h;mķ

‰_b1__-v-1ol0bm;7v_-u;Őb];ub-mu;‰;ub;v-m7omvoѴb7-|;7u;‰;ub;vő

o=ƕƐѷo=|_;;mঞu;b];ub-m0;;ul-uh;|ĺ†bmm;vv|orv|_;v|o†|l-uh;|

0‹b|vm;|v-Ѵ;vˆ-Ѵ†;Ő‰-mh‰oşm‹-m‰†ķƑƏƐƔőĺ

BY BARBARA JANKOWSKA, MAŁGORZATA BARTOSIK-PURGAT, PETER VICTOR

Figure 7. Nigeria’s GDP growth rate at 2010 Constant Basic Prices (percentage points) Source: (Central Bank of Nigeria, 2014, 2017).

Figure 8. Nigerian beer market share (%) Source: (Nwankwo & Anyanwu, 2015).

In the last couple of years, Guinness Nigeria has grown from a mere

|u-7bm]1olr-m‹bmƐƖƔƏ|oľ-mb1omb1=ub1-m1olr-m‹ķu;mo‰m;7-1uovv

|_;1omঞm;m|-m7bm|;um-ঞom-ѴѴ‹=ouo†uŐb|vő_b]_t†-Ѵb|‹0u-m7vĿbmu;1;m|

‹;-uvՉ‰‰ĺ]†bmm;vvŊmb];ub-ĺ1olņo†uŊ0†vbm;vvņőĺ$_;1olr-m‹rub7;vb|v;Ѵ=

on being in the largest market in Africa. According to a former CEO of the 1olr-m‹ķ7;]‰-;|;uķľb];ub-bv|_;Ѵ-u];v|vbm]Ѵ;l-uh;|‰b|_bmo†u

=ub1-0†vbm;vvĻ†bmm;vvb];ub-rѴ-‹v-0b]r-u|bm|_bvĿŐ†vbm;vv+;-uķ

ƑƏƐƕőĺ

$_;0u-m7rouoѴboo=†bmm;vvb];ub-1†|v-1uovv0o|_-Ѵ1o_oѴb1-m7

momŊ-Ѵ1o_oѴb1v;]l;m|vķ|_;u;0‹l-hbm]|_;1olr-m‹-†mbt†;om;‰b|_bmb|v

v;1|ouo=or;u-ঞomvŐ$-0Ѵ;ѵőĺ11ou7bm]|o7;]‰-;|;uķľ†bmm;vvb];ub-

bv|_;omѴ‹|o|-Ѵ0;ˆ;u-];0†vbm;vv‰_b1__-vvrbub|vķ0;;uķ-m7vo[7ubmhvķ

]bˆbm]b|-0b|lou;orrou|†mb|‹|ov;uˆ;1†v|ol;uvĿŐ"-Ѵ-hoķƑƏƐѶőĺ

Heineken (NB and CB) Guinness Nigeria Plc Others

2%

71%

27%

Table 6. Guinness Nigeria brands portfolio

Segment / Category Brand

Scotch whisky Johnnie Walker

Vodka Smirnoff

Liqueur Baileys

Gin Gordon’s Dry Gin

Local spirit Mr Dowell’s

Beer Harp, Guinness, Satzenbrau, Orijin

Non-alcoholic Dubic malt, Malta Guinness

Ready to drink Orijin non-alcoholic zero

Source: (www.guinness-nigeria.com/our-brands/brand-explorer/#).

$_;ruo7†1ঞom-m7l-uh;ঞm]o=l-m‹0;ˆ;u-];v-1uovv7b@;u;m|v;]Ŋ ments of the beverage sector by Guinness Nigeria gives the company a comŊ r;ঞঞˆ;;7];‰b|_bm|_;b];ub-m-m7=ub1-ml-uh;|vĺ$_bv_;Ѵrv|_;1olr-m‹

to reach many consumers and also a berth in many markets, taking advantage o=b];ub-Ľv‹o†|_=†Ѵror†Ѵ-ঞom-m7v|u-|;]b10u-m7rovbঞombm=ub1-ĺ$_bv

7ubˆ;0‹|_;1olr-m‹bv;l0;77;7bmb|v1ou;or;u-ঞom-Ѵ0u-m7ˆ-Ѵ†;vĺ

Table 7. Guinness Nigeria brand values Purpose celebrating life every day, everywhere

Vision to be the best performing, most trusted and respected consumer products company in Nigeria

Core values

(i) being passionate about customers and consumers (ii) giving people freedom to succeed

(iii) being proud of what we do and how we do it (iv) strive to be the best

(v) value each other

Source: (www.guinness-nigeria.com/our-business/our-values/).

4. Guinness Nigeria: Survival in Nigeria based on the chosen mode of entry and business sustainability strategy

v;v|-0Ѵbv_;7bm b]†u;ƐƓ-0oˆ;ķ†bmm;vvb];ub-bmbঞ-ѴѴ‹;m|;u;7|_;b];Ŋ ub-ml-uh;|‰b|_|_;;Šrou|o=|_;†bmm;vvv|o†|0u-m7=uol †0Ѵbm|ob];ub-

bm|_;ƐƖƔƏvĺ[;ub];ub-Ľvbm7;r;m7;m1;ķ†bmm;vvb];ub-1ollbvvbom;7b|v

BY ANNA MATYSEK-JĘDRYCH

Short introduction

†]];uĽv0u;‰;u‹bmoŒm-mŌ-rѴ-1;‰_;u;0;;u‰-v0u;‰;7bm|_;ƐƖ|_

1;m|†u‹Ō‰-vCuv|-ļ1;m|u;o=u†bmķo=|_;_ol;Ѵ;vv-m7|_;v1u-rrb;vĽķ-vro|

bm|_;1b|‹-ˆob7;70‹-ѴѴķf†v||o0;1ol;|_;1b|‹Ľvv_o‰1-v;ķb|v0†vbm;vvķ

commercial and cultural centre, a few years later. How did this happen?

oohbm]-||_;r_o|ovŐ b]†u;vƑ-m7ƒőķom;1-mmo|v_-h;|_;=;;Ѵbm]|_-|

v†1_-|u-mv=oul-ঞomŌ=uolu†bmbm|oļ"$ĽŌ‰-v-Ѵlov|blrovvb0Ѵ;ķ

ou;Š|u;l;Ѵ‹7bL1†Ѵ|ķ|ov-‹|_;Ѵ;-v|ĺ)_-|‰-v|_;oub]bmo=|_bvvr;1b-ѴrѴ-1;ĵ

)_;u;bv|_;h;‹|ob|v†m7;mb-0Ѵ;0†vbm;vvķCm-m1b-Ѵ-m7bl-];v†11;vvĵ

";;-CѴlom|_; "|-u‹uo‰-u, English See the architecture of the "|-u‹uo‰-u, Polish

";;-CѴlom|_;1omv|u†1ঞomo=|_;"|-u‹uo‰-u, Polish

";;-CѴlom|_; "|-u‹uo‰-u, English Figure 2. Hugger’s brewery from outside (1998)

Figure 3. Hugger’s brewery from inside (1998)

The origin

m ;1;l0;uƐƖƖѶ ouঞv1olr-m‹ķ‰_b1_0;Ѵom];7|ou-৵‹m-†Ѵ1Œ‹hķ

0o†]_|‰_-|‰-vѴ;[o=|_;oѴ70u;‰;u‹o=|_;†]];u0uo|_;uvĺ$_;oub]bm-Ѵ

rѴ-mbm1Ѵ†7;7u;ˆb|-Ѵbv-ঞom-m7or;mbm]†ro=|_;rѴ-1;=ou-uঞv|vĺ$_bvbv_o‰

u-৵‹m-†Ѵ1Œ‹hu;1oѴѴ;1|v|_;0;]bmmbm]vo="|-u‹uo‰-uĹľm|_;lol;m|

when I was buying the brewery, it was an impulse which I felt momentarily.

‰-vv|-m7bm]bm|_;0u;‰;u‹Ľv1o†u|‹-u7-m7|_;mhm;‰_-7|o7ovol;Ŋ thing wonderful with this place because it deserved it. It was an old building,

‰_b1_u;t†bu;7;Š1;rঞom-Ѵ1-u;ĺ$_;b7;-o=‰_-||obmv|-ѴѴ|_;u;‰-v1olŊ rѴb1-|;7ĺ‰-v-‰-u;|_-||_bv|-vh‰o†Ѵ70;ˆ;u‹7bL1†Ѵ|ĺĿ⁶

6Վĺ†Ѵ1Œ‹hķm|;um-Ѵl-|;ub-ѴvņѴ1Œ‹h o†m7-ঞomvņu|"|-ঞomv o†m7-ঞomvĺ

BY ANNA MATYSEK-JĘDRYCH

$_;Cuv|1om1;rঞom1om1;um;7omѴ‹|_;u;ˆb|-Ѵbv-ঞomo=|_;"jo7o‰mb-⁷ Ő|_;l-Ѵ|_o†v;őķ‰_b1_‰-vv†rrov;7|o0;1ol;-mbm1†0-|ou_†0=ou-uঞv|vĺ

1omolb1u;-vomvķCuv|-m7=ou;lov|ķѴblb|;7;Š|;um-Ѵ=†m7v=ou-mbmv;1†u;

-m7momŊv|-m7-u7bmˆ;v|l;m|ķ-m7l-7;|_;o‰m;uѴooh=ou-Ѵ|;um-ঞˆ;voѴ†Ŋ ঞomvĺmr-uঞ1†Ѵ-uķ|_;bmˆ;v|l;m|_-7|o0;ruoC|-0Ѵ;-m7_-7|oruoˆb7;

-v|;-7‹1-v_Yo‰ĺlom]|_;rovvb0Ѵ;voѴ†ঞomvķ|_u;;0†vbm;vv=†m1ঞomv

‰_b1_l;||_;-0oˆ;Ŋl;mঞom;7u;t†bu;l;m|‰;u;|-h;mbm|o-11o†m|Ĺ

• u;vb7;mঞ-Ѵ=†m1ঞomķ

• oL1;=†m1ঞomķ

• 1oll;u1b-Ѵ=†m1ঞomĺ

Table 1. Alternative business functions of Stary Browar

Business function

Argument

for Arguments against

Residential function

steady income

• unfavourable infrastructural and architectural conditions of the brewery

• unstable situation on the real estate market in the moment of de- cision-making

Office function

• infrastructural and architectural conditions of most of the brewery’s elements would be difficult to adapt for office functions

• start of the construction of the Business Centre in a direct vicinity of the brewery

Commercial function

• a negative perception of a shopping centre connected with art—

based on the experience from the Polish market of the time

• an issue of the ‘critical mass’ which could ensure economic and finan- cial effectiveness of the investment

-1_o=|_;rovvb0Ѵ;0†vbm;vv=†m1ঞomv‰_b1_1o†Ѵ70;†v;7_-7b|v=-†Ѵ|v

Őv;;$-0Ѵ;Ɛőĺo‰;ˆ;uķbm|_;1-v;o=|_;Ѵ-v|o=|_;lŌ|_;1oll;u1b-Ѵ=†m1Ŋ ঞomŌ|_;=-†Ѵ|vv;;l;7|_;;-vb;v||o7;1u;-v;ou;ˆ;m;Ѵblbm-|;ĺ$_;u;‰-v

om;1om7bঞomĹ|_;0†bѴ7bm]o=-v_orrbm]1;m|u;‰_b1_‰o†Ѵ70;ķ|ovr;-h

rѴ-bmѴ‹-m7-0b|Ѵo[bѴ‹ķ0;-†ঞ=†Ѵķ‰_ov;1Ѵbl-|;-m7-|lovr_;u;l-h;|_;

1†v|ol;uv=;;Ѵ|_;v-l;l-]b1‰_b1_u-৵‹m-†Ѵ1Œ‹h=;Ѵ|‰_bѴ;7;1b7bm]om

|_;r†u1_-v;o=|_;0u;‰;u‹ĺ$_;u;=ou;ķ|_;v†rrovbঞom|_-||_;1oll;u1b-Ѵ

=†m1ঞomo=|_;o0f;1|‰o†Ѵ71omm;1|vloo|_Ѵ‹‰b|_b|v1†Ѵ|†u-Ѵ=†m1ঞomŐ-|

-Cuv|]Ѵ-m1;ķ-0b|Ѵ;vv1oll;u1b-Ѵő‰-vl-7;-||_;ˆ;u‹0;]bmmbm]ĺ

7Վ$_;l-Ѵ|_o†v;‰-vom;o=|_;†]];uĽv0u;‰;u‹Ľv0†bѴ7bm]vķ|o];|_;u‰b|_-0o‚Ѵbm]

rѴ-m|ķ-0u;‰_o†v;ķ-m7-0obѴ;u_o†v;ķ‰b|_-m-u;-o=ƑƏƏƏvt†-u;l;|u;vķ-ѴѴo1-|;7om

=o†uYoouvĺ

Revitalisation: From the Hugger’s brewery to Stary Browar, stage I

$_;lbvvbomo="|-u‹uo‰-ubv-]u;-|v|-uঞm]robm|=ou-7bv1†vvbomom|_;

1omv|u†1ঞomo=|_bv;m|;urubv;Ĺ

u;-ঞm]-†mbt†;lo7;um1oll;u1b-Ѵ1;m|u;bm|;ulvo=o@;u-m7

bl-];ķ‰_ov;=†m1ঞomv‰bѴѴv-ঞv=‹|_;m;;7vo=0b]1b|‹Ľvu;vb7;m|vĺ

oohbm]-|"|-u‹uo‰-u|o7-‹ķom;1-m‰om7;u|o‰_-|7;]u;;v†1_

-lbvvbombmY†;m1;7|_;1o†uv;o=;ˆ;m|vĺm;1-m-Ѵvo-‚;lr||o0u;-h|_;

mission down to its individual pieces, from a solely business point of view.

$_;h;‹‰ou7v-u;Cuv|-m7=ou;lov|Ĺ

Figure 4. Keywords of the mission of building Stary Browar

$_;v;h;‹‰ou7vŐv;; b]†u;Ɠőv;;l|o_-ˆ;-=†m7-l;m|-ѴbmY†;m1;om

|_;1om|;lrou-u‹"|-u‹uo‰-uĺ;|†v-vh‰_‹ĵ

Any project, especially a commercial one, should be preceded by -‰b7;Ŋu-m]bm]-m-Ѵ‹vbvo=|_;bmbঞ-Ѵvb|†-ঞomĺ"†1_‰-v1om7†1|;7=ou"|-u‹

uo‰-uĺ o†ul-bm-u;-vo=ro|;mঞ-Ѵruo0Ѵ;lv‰;u;7;Cm;7Ĺ

• vo1b-Ѵruo0Ѵ;lvĹƓѶ|;m-m|v‰_o_-70;;mѴbˆbm]=ou‹;-uvbmruor;uঞ;v

Ѵo1-|;7om|_;ru;lbv;vo=|_;bmˆ;v|l;m|-m7Ѵo‰v|-m7-u7o=Ѵbˆbm]Ő|_;

voѴ†ঞomĹ1omv|u†1ঞomo=-m-r-u|l;m|0†bѴ7bm]bmoŒm-m-|ࡆu;7mb-"|u;;|ķ

‰_b1_ruoˆb7;70;‚;uѴbˆbm]1om7bঞomv=ou|;m-m|v‰_o‰o†Ѵ7Ѵ;-ˆ;|_;

ru;lbv;v-m7ruoˆb7;r;uv†-vbom=ou|_;|;m-m|v|o-0-m7om|_;buY-|vőķ

• ;1omolb1-m7Cm-m1b-Ѵruo0Ѵ;lvĹѴo‰1om1;m|u-ঞomo=o‰m;uv_brঞ|Ѵ;v|o

-u;-v-7f-1;m||o|_;bmˆ;v|l;m|ķ-ˆ;u‹0-71om7bঞomo=o0f;1|vbm7bu;1|

ˆb1bmb|‹|o|_;-u;-o="|-u‹uo‰-uķ-]u-7†-Ѵ7;1Ѵbm;o=|_;ru;vঞ];o=

ॕj‰b;fvh-"|u;;|-v-v_orrbm]ruol;m-7;Ő|_;voѴ†ঞomĹ-m;1;vvb|‹|o

-1|oml-m‹=uom|vőķ

• Ѵ;]-Ѵruo0Ѵ;lvĹ1olr†Ѵvou‹1oor;u-ঞom‰b|_|_;lom†l;m|1omv;uˆ-|ouķ

coexistence of historical and modern buildings erected in a later period, Ѵblb|-ঞomvblrov;70‹Ѵ-m77;ˆ;Ѵorl;m|rѴ-mvķ

• bl-];ruo0Ѵ;lvĹb7;mঞC1-ঞomo=|_;-u;-0‹Ѵo1-Ѵv‰b|_vo1b-Ѵr-|_oѴo]‹ķ

7†;|o|_;;mঞu;Ѵ‹†m;ŠrѴob|;7vr-1;bm|_;1;m|u;o=-0b]1b|‹Ő|_;voѴ†Ŋ

BY ANNA MATYSEK-JĘDRYCH

ঞomĹ|u-mv=oul-ঞomo=|_;-u;-bm-‰-‹‰_b1_‰o†Ѵ7u;v|ou;-;v|_;ঞ1v

o=|_;Ѵ-m7v1-r;-m7u;ˆ;uv-Ѵo=|_;r;u1;rঞomo=|_;vr-1;bm|_;1;m|u;

o=oŒm-mőĺ

†ubm]u;moˆ-ঞomķ-=;‰rov|†Ѵ-|;v‰;u;-7or|;7‰_b1_‰;u;Ѵ-|;u=oѴŊ lowed consistently during the whole process.

1. Only the materials which were already used in the old brewery, i.e.

‰oo7ķ0ub1hķ1-v|buomķv|;;Ѵķv|om;ķ-m7]Ѵ-vv‰o†Ѵ70;†ঞѴbv;7ĺ$_;u;Ŋ fore, it was decided to use those materials which do not undergo the ruo1;vvo=-];bm]bm-‰-‹‰_b1_-@;1|v|_;-;v|_;ঞ1vo=-0†bѴ7bm]ķ⁸ -m7-||_;v-l;ঞl;u;=;u|o|_;bm7†v|ub-Ѵ-u1_b|;1|†u;=uol|_;r;ubo7

‰_;m|_;†]];uĽv0u;‰;u‹‰;u;;u;1|;7ĺ

Ƒĺ Everything which could be preserved from the old buildings, architecŊ

|†u;ķ-m7;ˆ;m|_;bm|;ubouķ‰o†Ѵ70;†v;77†ubm]|_;1omv|u†1ঞomo=

"|-u‹uo‰-uŐv;; b]†u;vƔ-m7ѵőĺ

3. u|-m70uo-7Ѵ‹7;Cm;71†Ѵ|†u;‰o†Ѵ70;bmv;r-u-0Ѵ;;Ѵ;l;m|vo=|_;

enterprise and would be considered in every place where possible Őv;; b]†u;Ѷőĺ

"|-];o=|_;u;-Ѵbv-ঞomo=|_;"|-u‹uo‰-u;m|;urubv;‰-vv†rrov;7|o

be also the last because it was not certain whether it would be possible to r†u1_-v;|_;rѴo|‰_b1_-ѴѴo‰;7=ou|_;;Šr-mvbomo=uo‰-u=ou|_;-vv-];ĺ

$_†vķv|-];_-7|o0;-†mbC;7‰_oѴ;ķ-m7|_bvbv‰_-|_-rr;m;7Ō Œb;Ŋ 7Œbmb;1"Œ|†hbŐ|_;u|o†u|‹-u7ő_-v0;1ol;|_;h;‹-m71_-u-1|;ubvঞ1

;Ѵ;l;m|Ō-rѴ-1;|_-|‰-v|obm1Ѵ†7;1oll;u1b-Ѵ=†m1ঞom-m7-u|1o_;vbˆ;Ѵ‹

Ő|o|_bv7-‹b|_-v|_bv=†m1ঞom-m7vঞѴѴ1omvঞ|†|;v-moub]bm-Ѵ1omm;1ঞm]

;Ѵ;l;m|0;|‰;;m|_;|ub†l-m7|_;-vv-];őĺ

)_bѴ;‰-Ѵhbm]om|_; Œb;7Œbmb;1"Œ|†hb‰_b1_or;mv|o‰-u7v-0;-†ঞ=†Ѵ

r-uhķom;1-m];|-mblru;vvbomo=0;bm]bm|_;1b|‹Ő-1om1;rঞomo=-ļ1b|‹

‰b|_bm|_;1b|‹Ľ_-v0;;m†v;7őĺ);1-mCm7_;u;-moub]bm-Ѵ1b|‹_-ѴѴķ-ˆbѴѴ-

‰_b1_-1|v-v-v†0vঞ|†|;=ou-r-u|l;m|_o†v;vķ-m7-|o‰;u‰b|_-1Ѵo1hķ

‰_;u;|_;oub]bm-Ѵl;1_-mbvl=uolƐƖƐƑ‰-vbmv|-ѴѴ;7Ől-7;0‹ ub;7ub1_

);†Ѵ;Ľvl-m†=-1|†u;bm;ul-m‹őĺ Œb;7Œbmb;1b|v;Ѵ=bvļmomŊ;1omolb1Ľb=†mŊ derstood directly, from the commercial point of view. The Atrium should be r;u1;bˆ;7bm-vblbѴ-u‰-‹Őv;; b]†u;ƕőĺ$_;|ub†l‰_b1_bv0†bѴ|om-mor;u-

rѴ-mbv|_;1;m|u-Ѵrobm|o=|_;Cuv|r-u|o="|-u‹uo‰-uĺ

8Վmbm|;u;vঞm]=-1|bv|_-|bm"|-u‹uo‰-u|_;u;-u;mol-|;ub-Ѵv|‹rb1-Ѵ=ouv_orrbm]

1;m|u;v0†bѴ|-||_;ঞl;ķ0†|-Ѵvo1om|;lrou-ubѴ‹mo‰ķvo|_;u;-u;morѴ-v|;u0o-u7vķ]u-mb|o]u;vķ

plexiglass, or light suspended ceilings.

A note on data-driven B2B pricing transformations in emerging markets

The use of electrical devices depicts the purchasing power of households.

|bvmo|v†urubvbm]|_-|bm"o†|_Ŋ-v|vb-|_;†v;o=_b]_Ŋ‰-‚-];7;ˆb1;vbv

Ѵblb|;7ĺ;m1;ķ|_;lov|ror†Ѵ-uu-ঞm]v-u;ѵ-m7ƐƏĺm†uor;ķ_o‰;ˆ;uķ

b|bv-Ɛѵ|_-|;mfo‹v|_;Ѵ-u];v|7;l-m7ĺCulѴ‹0;Ѵb;ˆ;|_-|rub1bm]ķ

-m7|_-|bm1Ѵ†7;vѴbv|rub1;rovbঞombm]-v‰;ѴѴķv_o†Ѵ7bѴѴ†v|u-|;|_;Ѵo1-Ѵvr;Ŋ 1bC1bঞ;vĺ;|†v|-h;-1Ѵov;uѴooh-||_;;vvb;Ŋv_-r;71†uˆ;ĺm|_;lb77Ѵ;

o=|_;rub1;7bv|ub0†ঞomķ|_;v-u;u;Ѵ-ঞˆ;Ѵ‹1_;-r1olr-ubm]|oo|_;u

u-ঞm]v-rr;-ubm]bm0o|_|-bѴvo=|_;7bv|ub0†ঞomĺ;|‰;;mѵ-m7ƑƏ|_;

rovbঞombm]bvY-|ĺ$_bvbv-Ѵo1-ѴŊvr;1bC1rovbঞombm]ķmo|ru;v;m|bm|_;ˆ-v|

majority of European countries.

o‹o†vঞѴѴu;l;l0;u|_;1-v;o=|_;u†]0‹v_bu|rub1;vĵm|_;1bu1†b|

ruo|;1ঞom7;ˆb1;l-uh;|ķ|_;u;bvmo1oѴѴ;1ঞˆ;rub1;v;মm]ĺ-u];-m7vl-ѴѴ

1olr-mb;vC]_|=oul-uh;|v_-u;†vbm]Ѵbv|rub1;rovbঞombm]ĺ-uh;|Ѵ;-7;uv

are constantly confronted by market challengers via the list price comparison.

m|;u;vঞm]Ѵ‹;mo†]_ķ|_;l-fouruo7†1;uv7omo|r†0Ѵbv_|_;Ѵbv|rub1;v

on their Indonesian websites. In some cases, the list prices are available via oL1b-Ѵ7bv|ub0†|ouvĺ-];uķr;u_-rv"1_m;b7;uĽv|o†]_;v|1olr;ঞ|oubm|_bv

l-uh;|v;]l;m|ķ;lrѴo‹v-7b@;u;m|ķl†1_Y-‚;uķv_-r;o=|_;Ѵbv|rub1;

7bv|ub0†ঞomŐ7-|-Ĺ$v1-u$†m-v|-l-‰;0vb|;őĺv-1olr;ঞ|ou-m71_-ѴŊ Ѵ;m];uķ-];uv;|v|_;rub1;o=ѵŊƐƏ7;ˆb1;v-rruoŠbl-|;Ѵ‹ƑƔѷ0;Ѵo‰

"1_m;b7;uѴ;1|ub1ĺY-|rovbঞombm]v†]];v|v-rovvb0Ѵ;-7ˆ-m|-];=ou1Ѵb;m|v

7b@;u;mঞ-ঞm]|_;buou7;uvĺ;|†v-vv†l;=ou-lol;m||_-||_;ѵ

bv|_;lov|bm7;l-m7ķ0†|Ɠ;mfo‹vr-uঞ1†Ѵ-u-‚;mঞom-v‰;ѴѴĺ‹

h;;rbm]|_;rub1;vo=0o|_7;ˆb1;v-||_;v-l;Ѵ;ˆ;Ѵķruo7†1;uvo@;u-m-7Ŋ 7bঞom-Ѵbm1;mঞˆ;Ĺ-0†m7Ѵ;r†u1_-v;1omvbvঞm]o=Ɠ-m7ѵ7;ˆb1;v‰bѴѴ0;

;ˆ;m1_;-r;u|_-m|_;-Ѵu;-7‹l;mঞom;7ƑƔѷĺm|_;o|_;u_-m7ķl-hbm]

|_;lov|ror†Ѵ-u7;ˆb1;lou;-@ou7-0Ѵ;bv-ro‰;u=†Ѵl;vv-];ķ|ooĺ)_-|

bv|_;Yoou=ou-m‹1olr-ubvomĵrub1;o=-7;ˆb1;0o†]_|bm_†m7u;7vķou

-rub1;o=-7;ˆb1;0o†]_|bm|;mvo=|_o†v-m7vĵolr;ঞঞombml;u]bm]

-uh;|vl-h;v|_;Ѵb=;o=]Ѵo0-ѴѴ;-7;uvˆ;u‹7bL1†Ѵ|ĺ_-ѴѴ;m];uvo@;u0-vb1

ruo7†1|v=ouѴ;vvlom;‹ĺ$_bvbv‰_‹|_;Ѵ;-7;uv7b@;u;mঞ-|;|_;buo@;uvķ|-uŊ ];ঞm]v;Ѵ;1|;71_-mm;Ѵv‰b|_v;Ѵ;1|;7u-m];vĺ)_-|;ˆ;u‹o†‰;-uķ‰_;|_;u

your favourite rugby player tackles in a shirt with three stripes or three Kiwi birds, it has probably been sewn in South East Asia. Large plants producing u†]0‹v_bu|vŐ-m7lou;őˆ-Ѵ†;1bu1†b|ruo|;1ঞombm-m†‚;uѴ‹7b@;u;m|‰-‹

|_-m_o†v;_oѴ7v7oĺo|omѴ‹-mbm7†v|ub-Ѵ1bu1†b|u;t†bu;v7b@;u;m|-rr-u-Ŋ

|†vķ|_;-rr-u-|†vm;;7v|o0;o=|_;0;v|t†-Ѵb|‹ĺm7|_bvbv‰_;u;|_;0b]

1olr-mb;v-u;ˆ;u‹-1ঞˆ;ĺ

ol-‚;u‰_;|_;u0b]ouvl-ѴѴ;uķ;ˆ;u‹Ƒ1olr-m‹=-1;v|_;1_-ѴѴ;m];

of list price revision. Not surprisingly, list price revision is also about inforŊ l-ঞomĺ$olbঞ]-|;|_;7;ˆ-v|-ঞm]blr-1|o=†m1;u|-bm|‹ķ-m;‰rub1;Ѵbv|bv

communicated to the distributors in advance. If you wonder why, please recall

ĺu;]ou‹-mhb‰Ľvvl-ѴѴl;m†1ov|vĺbv|rub1;1_-m];bv1ov|Ѵ‹ĺ|u;t†bu;v

rubmঞm]m;‰1-|-Ѵo]†;vou-|Ѵ;-v|ru;r-ubm]|_;l=ou7o‰mѴo-7ĺ|u;t†bu;v

rubmঞm]m;‰rub1;|-]vĺm-m†|v_;ѴѴķ-7f†v|l;m|u;t†bu;vঞl;ĺ

);-Ѵu;-7‹hmo‰|_-|b|_-rr;mvķ0†|_o‰o[;m7o;vb|_-rr;mĵv|-m7Ŋ -u7uo†ঞm;bv|ou;ˆbv;|_;rub1;vom1;-‹;-uĺ]-|_;u|_bvu;ˆbˆ;v|_;1om1;r|

of menu costs again. Some macroeconomists claim that prices are rigid. In the t†b;|‰ou7vo=-ѴѴ-m7-mhb‰ŐƐƖƖƓőķļ);0;Ѵb;ˆ;|_-|vঞ1h‹rub1;vruoˆb7;

|_;lov|m-|†u-Ѵ;ŠrѴ-m-ঞomo=lom;|-u‹momŊm;†|u-Ѵb|‹vbm1;vol-m‹rub1;v

-u;ķbm=-1|ķvঞ1h‹Ľĺ -bu;mo†]_ķrub1;v-u;u;ˆbv;7om|_;‹;-uѴ‹0-vbvķ0†|‰_b1_

rub1;vĵm7bm‰_b1_1o†m|ub;vĵ!-bvbm]|_;=oul;uķvঞ1h‹Ŋrub1;|_;oubv|v-u;

0Ѵbm7;70‹Ѵbv|rub1;vĺ$_;buub]b7bঞ;vl;-mˆ;u‹Ѵb‚Ѵ;|o|_;0†vbm;vv7‹m-lb1vĺ

olr-ubm]|om;|rub1;vķ|_;‹rѴ-‹-7b@;u;m|uoѴ;;mঞu;Ѵ‹ĺ;1-†v;o=|_bv

uoѴ;ķ0;1-†v;o=|_;bubm=oul-ঞˆ;ro|;mঞ-Ѵķ|_;‹7omo|1_-m];|_-|o[;mĺ

Most important of all, their changes are not necessarily driven by changes in 7;l-m7ĺ$_-|o0ˆbo†vѴ‹bv|_;r;u=;1|1-v;o=|_;vঞ1h‹rub1;Ōmo|omѴ‹|_;

rub1;u;l-bmv1omv|-m|=ou-1;u|-bmr;ubo7o=ঞl;ķb|bv-Ѵvobm;Ѵ-vঞ1ĺ

b]†u;ƒ7;rb1|v-1-v;o=|_;vঞ1h‹Ѵbv|rub1;vo=vbmou;-0;|‰;;m

-m†-u‹ƐƖƖƔ-m7-‹ƑƏƐѶĺ|m;;7v|o0;robm|;7o†|_;u;|_-||_;ou;Ŋ -mlom;|-u‹-m7v|-ঞvঞ1-Ѵ-†|_oubঞ;v_-ˆ;7;Ѵbˆ;u;7-|u;l;m7o†v;@ou|

bm]-|_;ubm]-m7ru;v;mঞm]rub1;ঞl;v;ub;vo=v†1_]u-m†Ѵ-ub|‹ĺomѴ‹‰bv_

o|_;uv|-ঞvঞ1-ѴoL1;v-m71;m|u-Ѵ0-mhv‰o†Ѵ7=oѴѴo‰|_;ou;-m;Š-lrѴ;ĺ

$_;0oѴ70†u]†m7‹Ѵbm;v_o‰v|_;rub1;vŐѴ;[ˆ;uঞ1-Ѵ-ŠbvķƑƏƐƏƷ ƷƐƏƏőķ|_;0Ѵ-1hѴbm;bѴѴ†v|u-|;v|_;-mm†-Ѵbv;7lom|_Ѵ‹bmY-ঞomŐbĺ;ĺr;uŊ

1;m|-];1_-m];bm|_;v-l;r;ubo7o=|_;ru;ˆbo†v‹;-uőĺ$_;ঞl;vr-m

1oˆ;uv|_;voŊ1-ѴѴ;7u;-|o7;u-ঞomŐlb7ƐƖƖƏv†mঞѴƑƏƏƕőķ|_;Cm-m1b-Ѵ

1ubvbvo=ƑƏƏƕņѶķ-m7|_;u;1oˆ;u‹ĺ$_;7‹m-lb1v|_-||_;7bvrѴ-‹vbv

|;1_mb1-ѴѴ‹1-ѴѴ;7Ѵ;ˆ;Ѵv_b[ĺ"bm1;ƐƖƖѵ;ˆ;u‹rub1;1_-m];_-vv_b[;7|_;

rub1;Ѵ;ˆ;Ѵ†rĺ;ˆ;Ѵv_b[v-u;mo|;Š1;rঞom-Ѵ|orub1;vķ0†||_bvr-uঞ1†Ѵ-u

v;|o=7‹m-lb1vbvbm=-1|†mbt†;ĺ$_;†m1om7bঞom-Ѵrub1;1_-m];=u;t†;mŊ 1b;v-u;v|ubhbm]ĺ †ubm]|_;u;-|o7;u-ঞomrub1;v_-ˆ;1_-m];7

‰b|_-ruo0-0bѴb|‹;t†-Ѵ|oƏĺƏѵѵĺ"bm1;ƑƏƏѶ|_;ruo0-0bѴb|‹_-v7uorr;7

|oƏĺƏƓƏĺ|l;-mv|_-|rub1;v_-ˆ;0;;mu;ˆbv;7;ˆ;u‹ƐƔ-m7ƑƔlom|_vķ

u;vr;1ঞˆ;Ѵ‹ĺu-r_vѴbh;|_bvl-h;|_;oubv|v;Š|u;l;Ѵ‹v1;rঞ1-Ѵ|o‰-u7v

|_;l-uh;|Ŋ1Ѵ;-ubm]rub1;ĺ