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Entering and Competing in Emerging Markets

Entering and Competing in Emerging Markets. A Session for the Fall 2007 UNICON Conference Facilitated by: Ron Bendersky Melanie Barnett. Headlines…. Kenan-Flager And Tsinghua Open Center For Logistics In Beijing. Kellogg Expands To Miami. China CEO Program At Columbia.

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Entering and Competing in Emerging Markets

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  1. Entering and Competing in Emerging Markets A Session for the Fall 2007 UNICON Conference Facilitated by: Ron Bendersky Melanie Barnett

  2. Headlines… Kenan-Flager And Tsinghua Open Center For Logistics In Beijing Kellogg Expands To Miami China CEO Program At Columbia Rutgers Starts EMBA In Singapore INSEAD Opens Office In New York IESE Opens Office In New York Tsinghua-INSEAD Launch EMBA Harvard Exec-Ed Goes To Hyderabad Oxford and Confederation of Indian Industry Establish an India Business Centre Tepper School Of Business At Carnegie Mellon Takes Exec-Ed To Qatar INSEAD Opens Abu Dhabi Exec-Ed Centre

  3. University of Michigan in Asia

  4. University of Michigan and Asia • 1870s: First students from Japan include Toyama • Masakazu, who becomes President of Tokyo Imperial • University and Minister of Education. His 1886 • U-M honorary degree is the first ever given to a • citizen of Japan by an American university. • 1880-81: U-M President James Angell serves as U.S. • Minister to China. • 1899-1913: U-M biology professor Dean Worcester • serves as member of the U.S.-Philippine Commission, • and then as U.S. Secretary of the Interior for the • Philippines.

  5. Frank Murphy 1890-1949 Harbor Beach, Michigan University of Michigan BA 1912, LLB 1914 Governor-General of the Philippines 1933-35 High Commissioner to the Philippines 1935-36 Governor of Michigan, 1937-39 Attorney-General of the U.S., 1939-40 U.S. Supreme Court Justice, 1940-49

  6. Michigan Executive Education’s Global Presence

  7. Decisions and Issues • Institutional support • Location(s) • Infrastructure • Brand • Pricing (and the other 3 P’s, too) • Partners • Faculty • Staff • Marketing & sales • Operations

  8. Entry Strategies • Go it Alone • Single Academic Partnership • Multiple Academic Partnership • Corporate Consortium • Non-Academic Partnership • Broker Model • Others?

  9. Going it Alone: • Pros • Avoid entanglements inherent in partnerships • No revenue split • Complementary knowledge, skills, capabilities, brand • Cons • Risk • No gains from what partner would bring to the table

  10. Academic Partnership: • Pros • Shared risk • Gains in knowledge, capabilities, brand, etc., from the partner(s) • Cons • Revenue split • Difficulties, delays associated with partnerships • Requires partnership management resources • “Partner” risk

  11. Corporate Consortium: • Pros • Once established, a ready set of customers • Deeper, longer-lasting relationships • Cons • Difficult, time-consuming, and resource-intensive to establish • Difficult, time-consuming, and resource-intensive to maintain/manage

  12. Non-academic partnership • Pros • Can select a wealthy partner (with “deep pockets” for advertising and marketing) • Partner’s local market expertise • Cons • Profit-driven partner’s mission may be incongruent with yours • Partner provides no faculty resources • Possible negative image / branding impact

  13. Broker Model • Pros • Choose “best of the best” faculty • Faculty will have local knowledge • No complicated partnership to manage • Cons • Feasibility • “Faculty” loyalty • Cost • Effect on brand equity (may be neutral)

  14. Final Thoughts Going global expands your brand but The cost is high • Expenses • Opportunity costs BUT What’s the cost of not going?

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