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New mindsets for new markets

New mindsets for new markets Suggests that, although there are very real differences between the old markets of Western Europe and the USA, and the new ones of say, China and India, multinational corporations will not reap the benefits until taking account of these. Features the market mindset and the management mindset. Predicts in ten year's time 30% or 40% of top teams will come from China, India and Brazil, and questions whether companies will be ready for such diversity. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

New mindsets for new markets

The Antidote , Volume 5 (2): 3 – Apr 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006749
Publisher site
See Article on Publisher Site

Abstract

Suggests that, although there are very real differences between the old markets of Western Europe and the USA, and the new ones of say, China and India, multinational corporations will not reap the benefits until taking account of these. Features the market mindset and the management mindset. Predicts in ten year's time 30% or 40% of top teams will come from China, India and Brazil, and questions whether companies will be ready for such diversity.

Journal

The AntidoteEmerald Publishing

Published: Apr 1, 2000

Keywords: Multinationals; Marketing planning; Management styles

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