{"id":2274,"date":"2013-01-23T18:19:11","date_gmt":"2013-01-23T23:19:11","guid":{"rendered":"https:\/\/dev.epictranslations.com\/?p=2274"},"modified":"2013-01-23T18:19:11","modified_gmt":"2013-01-23T23:19:11","slug":"from-oxcart-to-wal-mart-four-keys-to-reaching-emerging-market-consumers","status":"publish","type":"post","link":"https:\/\/dev.epictranslations.com\/spa\/from-oxcart-to-wal-mart-four-keys-to-reaching-emerging-market-consumers\/","title":{"rendered":"From oxcart to Wal-Mart: Four keys to reaching emerging-market consumers"},"content":{"rendered":"<h2>To get products to customers in emerging markets, global manufacturers need strategies for navigating both the traditional and the modern retail landscapes.<\/h2>\n<p>In emerging markets\u00a0the world over, multinationals struggling to get their products to consumers confront a bewildering kaleidoscope of strategic and operational challenges. At one extreme, they must grapple with traditional retailers: the chaotic array of shops, kiosks, street vendors, and other small proprietors who seem to offer neighborhood customers a little of everything, whether it be groceries or branded goods, such as beverages, small electronic devices, and personal-care products. At the other, multinationals must deal with modern retailers\u2014global giants, including Carrefour, Tesco, and Wal-Mart, as well as local leaders, such as CR Vanguard, in China, or Grupo P\u00e3o de A\u00e7\u00facar, in Brazil\u2014that have become a powerful force in the emerging world\u2019s fast-growing cities.<\/p>\n<p>This duality has become more pronounced since we last wrote about reaching consumers in emerging markets, five years ago; our emphasis then was largely on the ubiquitous mom-and-pop shop.\u00a0Today, retail landscapes in emerging markets can be divided into three broad categories (see exhibit, which focuses on grocery sales):<\/p>\n<ul>\n<li><em>predominantly traditional<\/em>\u00a0markets, such as India, Nigeria, and Indonesia, where small proprietors account for 98 percent, 97 percent, and 85 percent of the market, respectively<\/li>\n<li><em>predominantly modern<\/em>\u00a0markets, such as China, Mexico, and South Africa, where modern trade already accounts for more than half of sales<\/li>\n<li><em>transitional<\/em>\u00a0markets, where small proprietors currently prevail but are being rapidly elbowed aside by modern retailers; in Turkey, for example, their share of sales has shot up to 46 percent in 2011, from 26 percent in 2005<\/li>\n<\/ul>\n<p>As multinational manufacturers look beyond countries as their unit of strategic planning, they will discover stark variations within regions, cities, and neighborhoods. (For more on city-based strategy setting, see \u201c<a href=\"https:\/\/www.mckinseyquarterly.com\/article_page.aspx?ar=3015\" target=\"\">Unlocking the potential of emerging-market cities<\/a>.\u201d) In Malad, a western suburb of Mumbai, the most important outlets for grocery sales are mom-and-pop stores, known as\u00a0<em>kirana<\/em>, and the suburb\u2019s giant fruit and vegetable\u00a0<em>mandi<\/em>, or outdoor market. But as business-processing centers and new residences spring up in the district, modern retailers are muscling in. Malad now boasts ten supermarkets and three large hypermarts.<\/p>\n<p>Even in predominantly modern retailing markets, such as China, where modern outlets account for nearly two-thirds of sales nationwide, traditional and modern stores live cheek by jowl. China\u2019s ten largest grocery retailers, though growing fast, account for only 11 percent of total sales\u2014far less than the ten largest US players, which account for 51 percent of sales in that market. China\u2019s biggest retailer, China Resources Enterprise, commands a market share of 2.3 percent of total grocery retailing and 3.8 percent of modern grocery retailing. In a host of leading Chinese cities\u2014among them Chengdu, Chongqing, Dailian, Shenyang, and Wuhan\u2014modern retail outlets account for only about 50 percent of sales. By contrast, modern retailing represents more than 75 percent of sales in Beijing and Guangzhou, 80 percent in Shenzhen, and 77 percent in Shanghai, where residents can choose to buy their groceries at more than 100 hypermarkets.<\/p>\n<p>Across the emerging world, in short, the retail terrain is diverse and unfamiliar. This article offers four road rules for companies to follow as they navigate it.<\/p>\n<h5>1. Embrace the duality of emerging markets<\/h5>\n<p>The starting point for any successful strategy is a recognition that manufacturers must engage effectively with traditional\u00a0<em>and<\/em>\u00a0modern trade outlets\u2014and be prepared to live with that reality for the foreseeable future. In some emerging markets, notably India, regulations against big-box competitors explicitly protect small proprietors. Cultural preferences, poor infrastructure, and the geographic dispersal of emerging-market populations also assure a significant role for traditional outlets.<\/p>\n<p>In our experience, companies that craft nuanced strategies embracing the traditional retailer can raise their revenues from emerging markets by 5 to 15 percent and their profits by as much as 10 to 20 percent. That\u2019s because for all the appeal that large-format retailers hold for global manufacturers\u2014big chains are familiar, easy to deal with, and can free manufacturers to focus on issues like strategy, product development, or recruiting\u2014these retailers can command high listing fees and big discounts, as well as impose many conditions small proprietors cannot. They also are quick to weed out products that don\u2019t sell briskly.<\/p>\n<p>Some manufacturers have opted to focus on large retail chains to build a position of strength and then gradually developed the capacity to work with traditional outlets. Prantalay Marketing, a Thai seafood processor, increased sales of its ready-to-eat meals, launched in 2004, to more than $30 million within six years, in part by concentrating on Thailand\u2019s large retail chains, including Siam Makro, Big C, and Tesco Lotus. The focus on modern retailing made sense because Prantalay\u2019s prepared meals were frozen and required a reliable cold chain. Now the company is turning its attention to traditional channels and expanding its product lineup to include offerings, such as instant noodles, that do not require freezing.<\/p>\n<p>Similarly, South Africa\u2019s Tiger Brands worked through large retailers to consolidate its position in its home market. A consumer product giant whose brand portfolio includes everything from Purity baby food to Doom insecticide, Tiger accounts for close to 15 percent of sales at every major South African retailer. But as the company looks for future growth, it has begun acquiring businesses in other African markets. Given the greater importance of small proprietors in those economies, Tiger\u2019s emergence as a regional player will force it to develop new capabilities for working through traditional retailers.<\/p>\n<p>Other manufacturers have moved in the opposite direction, securing market position through traditional retail outlets, then turning to larger establishments in the quest to expand. Consider the case of Wanglaoji, a 184-year-old herbal tea transformed by JDB Group, a Hong Kong soft drink marketer, into China\u2019s best-selling beverage. Until 1995, when JDB acquired the rights to the Wanglaoji trademark from state-owned Guangzhou Pharmaceutical,\u00a0the drink was primarily seen as an herbal elixir for cooling \u201coverheated\u201d internal organs.<\/p>\n<p>JDB launched a rebranding effort whose masterstroke was a decision to market the drink through restaurants specializing in spicy Sichuanese cuisine. JDB pitched Wanglaoji as a healthy and refreshing antidote to Sichuan\u2019s famously fiery hot-pot dishes, forged partnerships with select restaurants, and gave \u201cWanglaoji-trusted outlets\u201d lavish incentives, including product discounts, free promotional materials, and generous contributions to holiday marketing campaigns. The results of the repositioning were dramatic: between 2002 and 2008, sales soared from less than $30 million to more than $1.5 billion.\u00a0With consumers clamoring for the drink in shops as well as restaurants, JDB found modern retailers eager to carry its red cans. Today, the brand boasts sales of roughly $3 billion in China, topping sales of that other popular red-can beverage, Coke.\u00a0It is widely available in a variety of hypermarkets, minimarts, and convenience stores, as well as in hot-pot restaurants.<\/p>\n<h5>2. Segment and conquer<\/h5>\n<p>Because multinationals can\u2019t be everywhere at once, it is essential for manufacturers to pick their shots by segmenting and prioritizing sales outlets carefully. Sophisticated segmentation strategies are especially crucial in targeting traditional trade channels, for a single country may have millions of outlets. (China, for example, has anywhere from 3 million to 8 million sales outlets, depending on what kind are counted, while India has 8 million to 15 million.) In mapping routes to market in emerging economies, we urge manufacturers to focus on a geographic region or cluster of cities and to achieve complete coverage at outlets with significant potential before going on to the next market. (For more on the advantages of creating a stronghold in one area before moving to the next, see \u201c<a href=\"https:\/\/www.mckinseyquarterly.com\/article_page.aspx?ar=3016\" target=\"\">Building brands in emerging markets<\/a>.\u201d)<\/p>\n<p>To navigate these markets effectively, manufacturers should look beyond the current sales of priority outlets. Sales data for traditional stores in emerging markets are notoriously unreliable; even when accurate, they often reflect little more than how much effort the manufacturer has expended to date in supporting the store in question. It\u2019s far better to estimate potential sales by using forward-looking parameters, such as store size, proximity to workplaces or schools, traffic volumes, neighborhood wealth, or shelf space.<\/p>\n<p>One leading global food company used census and publicly available transportation data to classify sales outlets in the Middle East according to outlet size (six segments, ranging from more than 130 square meters to 30 square meters or less) and a mix between traffic volumes (high, medium, and low) and incomes of surrounding households (high, medium, and low). The result was a grid with 36 cells, which were then aggregated into six distinct segments, enabling managers to make strategic choices about which outlets merited greater investment and which should get only basic maintenance.<\/p>\n<p>The next step is to specify precisely the combination of service, support, and incentives each outlet segment merits. Coca-Cola refers to this process as defining the \u201cpicture of success.\u201d What should a store look like? How should Coca-Cola products be displayed, stored, priced, and promoted? Big stores in rich, high-traffic areas will get more attention than small shops in poor, low-traffic areas\u2014but there are numerous variations in between. For each segment, managers tailor a specific set of value propositions. Should the company supply coolers and, if so, how many? What kind of signage and other promotional materials should it provide? Which Coca-Cola products should be supplied and in how many variations of packaging? How frequently should sales staff visit?<\/p>\n<p>In emerging markets, manufacturers must go to great lengths to craft a combination of retailer incentives ensuring that the picture of success comes out right. Big chains, of course, care most about discounts and fatter profit margins, together with better merchandising, more expensive displays, more frequent deliveries, and more frequent visits by salespeople. Some traditional retailers may value these things too. Smaller retailers, however, may prefer free equipment, brand promotions, flashier displays, and outside signage to help them stand out from the crowd. In many cases, manufacturers can win the loyalty of small proprietors by paying electricity bills or providing health insurance for the owner, employees, and members of their families. In some cities in Mexico and India, where shopkeepers take special pride in their establishments\u2019 appearance, offering to pay for a new paint job every six months may be the lowest-cost way to secure a partnership.<\/p>\n<p>Manufacturers must calibrate their concessions carefully. All \u201cgives\u201d to retailers should be compensated by \u201cgets\u201d\u2014for example, requirements that retailers guarantee certain sales volumes or provide superior shelf space. One leading multicategory food company in Mexico offers to install high-end shelves and displays in smaller stores in exchange for a retailer\u2019s commitment to display its products prominently. The degree to which retailers actually deliver these \u201cgets\u201d provides valuable information to manufacturers as they periodically reevaluate the potential of outlets.<\/p>\n<h5>3. Balance cost and control in your route to market<\/h5>\n<p>Even the most sophisticated segmentation strategy can be undone by flawed models for transporting goods and serving retailers. Direct delivery with a manufacturer\u2019s own trucks and trained employees is the preferred option for modern trade. But such costly support must be confined to outlets that really matter. Often, \u201cbasic availability\u201d\u2014with products delivered, say, by wholesalers\u2014will suffice.<\/p>\n<p>In Indonesia, Unilever, for example, services supermarkets and hypermarkets with its own vehicle fleet. But because the archipelago has thousands of islands, Unilever reaches minimarts through a network of distributors who work solely for the company in the categories it carries and serves independent small retailers and chains through another network. For ice cream vendors, who sell from freezer-equipped tricycles, Unilever relies on ice cream concessionaires. In India, Unilever has used a similar multiple-channel approach to gain access to more than half of the country\u2019s population\u2014all urban centers and 85,000 villages, which in some cases it serves with bullock carts and tractors.<\/p>\n<p>Coca-Cola prefers direct delivery wherever possible. But in Kenya, where rural and urban roads alike are often too rough for Coca-Cola delivery trucks, the company delivers on bicycles and pushcarts to microdistributors, which in turn can reach retail outlets covering 90 percent of the country\u2019s population. This vast network of small vendors has not only generated enormous goodwill for Coca-Cola but has also been cited by the International Finance Corporation as a model of how global companies can foster local entrepreneurs.<\/p>\n<p>In many of these markets, companies must deal with thousands of distributors and wholesalers, which often struggle to realize the manufacturer\u2019s brand goals or strategies for influencing the behavior of retailers. Executives at many leading global consumer companies argue that segmenting and prioritizing distributors is as important as segmenting and prioritizing sales outlets. The goal is to build the skills of reliable, high-priority distributors so they can help manufacturers achieve their strategic goals for different kinds of outlets\u2014which sometimes means consolidating distribution networks.<\/p>\n<p>In India, for example, Hindustan Unilever consolidated its distributors for the Mumbai market from 21 firms to just four megadistributors.\u00a0Similarly, more than a decade ago Procter &amp; Gamble shrank the number of its distributors in China. Acquisitions can be an excellent opportunity to reevaluate distributors; over three years, a leading fast-moving consumer goods company in Russia did exactly that, transforming a tangle of 300 overlapping players of widely varying capabilities into a core of 100 focused, high-performance stars.<\/p>\n<h5>4. Arm the front line with skills and technology<\/h5>\n<p>The many moving pieces in these sales and distribution networks demand a relentless focus on frontline execution. Xian-Janssen OTC, Johnson &amp; Johnson\u2019s consumer health care arm in China, requires its sales personnel to undergo five formal training modules over five years to master professional skills, such as salesmanship and team management. The company also coaches employees informally (with sales visit \u201cshadowing\u201d) and conducts weekly \u201ceducation meetings\u201d where difficult sales situations encountered during the week are reenacted and analyzed. What\u2019s more, high-performing companies recognize that \u201cwhat gets measured gets done,\u201d so they set targets and offer incentives aimed not just at raising sales volumes but also at promoting proper retail execution, such as the quality of in-store product displays.<\/p>\n<p>At the same time, companies are well advised to recognize the varying capabilities of their emerging-market sales forces and to find simple ways of standardizing the quality of sales visits as far as possible. For instance, Kang Shi Fu, a successful Chinese manufacturer of beverages and noodles, provides its salespeople with checklists that are tailored for each outlet segment and must be completed during every visit. Guidelines for Pepsi salespeople cover a host of specific duties, from greeting the retailer to checking inventory levels. Checklists and standardized approaches are useful both when manufacturers hire and manage their own sales forces and when they rely on (and closely supervise) those of distributors. \u201cShadow management\u201d of this sort has proved effective for several leading global companies in China. Often, sales managers are \u201cembedded\u201d with distributors to train staff and offer advice on how to execute different strategies for different store types. Embedded managers also join visits with distributors\u2019 sales teams to monitor performance and provide on-site coaching.<\/p>\n<p>Technology is an increasingly important tool, with handheld devices for salespeople proving especially useful. A snack company in the Middle East uses satellite-linked devices, so their geo-coordinates can be tracked. If outlets aren\u2019t visited in the right order, the devices are disabled, preventing the salespeople from completing their tasks. A central team can also periodically monitor the location of individual salespeople, to ensure that they truly are on sales visits and not engaged in side jobs. These handhelds come preloaded with detailed instructions on each outlet the salespeople are about to visit\u2014 for instance, its outlet segment, historical sales information, specific products to sell, and key action steps to complete from the last sales visit. Not long ago, such functions involved a specialized mobile device and high hardware costs. Today, an app on a low-cost smartphone can perform many of these tasks.<\/p>\n<p>Eventually, mom-and-pop stores may go the way of buggy whips, and the descendants of today\u2019s village children in countries such as China and India may scoff at the idea of buying products and services anywhere but in climate-controlled malls or online sites. For now, though, manufacturers staking their futures on these booming economies must forge lasting relationships with a diverse set of retailers\u2014before competitors do.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>To get products to customers in emerging markets, global manufacturers need strategies for navigating both the traditional and the modern retail landscapes. In emerging markets\u00a0the world over, multinationals struggling to get their products to consumers confront a bewildering kaleidoscope of strategic and operational challenges. At one extreme, they must grapple with traditional retailers: the chaotic array of shops, kiosks, street vendors, and other small proprietors who seem to offer neighborhood customers a little of everything, whether it be groceries or branded goods, such as beverages, small electronic devices, and personal-care products. At the other, multinationals must deal with modern retailers\u2014global\u2026<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"advgb_blocks_editor_width":"","advgb_blocks_columns_visual_guide":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[108],"tags":[],"blocksy_meta":"","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>From oxcart to Wal-Mart: Four keys to reaching emerging-market consumers - EPIC Translations<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/dev.epictranslations.com\/ara\/from-oxcart-to-wal-mart-four-keys-to-reaching-emerging-market-consumers\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"From oxcart to Wal-Mart: Four keys to reaching emerging-market consumers - EPIC Translations\" \/>\n<meta property=\"og:description\" content=\"To get products to customers in emerging markets, global manufacturers need strategies for navigating both the traditional and the modern retail landscapes. In emerging markets\u00a0the world over, multinationals struggling to get their products to consumers confront a bewildering kaleidoscope of strategic and operational challenges. At one extreme, they must grapple with traditional retailers: the chaotic array of shops, kiosks, street vendors, and other small proprietors who seem to offer neighborhood customers a little of everything, whether it be groceries or branded goods, such as beverages, small electronic devices, and personal-care products. 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In emerging markets\u00a0the world over, multinationals struggling to get their products to consumers confront a bewildering kaleidoscope of strategic and operational challenges. At one extreme, they must grapple with traditional retailers: the chaotic array of shops, kiosks, street vendors, and other small proprietors who seem to offer neighborhood customers a little of everything, whether it be groceries or branded goods, such as beverages, small electronic devices, and personal-care products. 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